1:1 Coaching
imagine Stopping the ‘shoulds’ rattling around your head ..
…and heading towards your wants:
Be heard, with safe space for reflecting, exploring (even smiling!) ..
and start instigating action, proving your worth.
Your coach, Clare Haynes, has 22 years of experience - with over 1000 clients.
Clare has a knack for personality profiling whoever you’re dealing with (with only a brief amount of background) to help you navigate your next conversation with confidence.
Get in touch directly for executive coaching or private coaching, or via your manager or HR.
Here’s how coaching works and see below for client stories.
“You seem to know exactly what’s needed and when. You get the right thing out of me just at the right time! ”
CLIENT stories:
a senior technical staff member lacked confidence to be assertive with clients:
She needed to find the nerve to own her authority without feeling intimidated or inadequate.
Exploring the personal and professional self-talk, plus specific stumbling blocks, helped her to look outwards and realise her value.
After 3 executive coaching sessions and many deep breaths, within months her career had jumped two levels.
a successful software sales exec needed to present at a conference he urgently needed to beat the paralysing fear of public speaking:
Identifying triggers and unravelling the background to his enormous fear and dread was the starting point. Then developing strategies.
This was not to just cope with speaking in public, but to use his talents and expertise, to successfully engage a large audience enthusiastically and with confidence.
After two half day sessions and only 5 days later, he presented at that conference, the first of many.
post-restructuring fallout led to a Sales manager railing against ‘the system’:
This manager needed to get past deep resentment and upset which was impacting the sales team.
Despite an initial suspicion of the coaching, after 4 sessions the manager adapted better to changes and was growing in confidence.
He focused on the day-to-day priorities, re-focused on targets and driving team sales.
an international building trade supplier lacked any coaching/development culture and an abrupt senior management was causing hostility:
3 tiers of management had no or little coaching experience. They hadn’t had staff-management training and felt out of their depth and stressed.
A bespoke coaching skills programme was designed for each tier, with a consistent thread, working within work shift patterns and commercial business routines.
Over 4 months of facilitated workshops and wrap-around tools, all managers and supervisors had acquired the understanding and ability to support teams through coaching.
Managers rapidly reported back their own boost in confidence, team cohesion and unexpected upskilling.
Speaking at events
A passionate speaker, Clare Haynes is invited to UK and international events, returning to clients for 20+ years!
“You were the best and most useful speaker at the conference.”
Clients, in-person and online:
Association of Accounting Technicians (AAT)
Association of International Certified Professional Accountants (AICPA)
Chartered Institute of Management Accountants (CIMA)
Association of Project Management (APM)
Women in Project Management (WIPM)
Institute of Accountants in England and Wales (ICAEW)
Women in Logistics
Healthcare Financial Management Association (HFMA)
“What a brilliant talk – It definitely resonated with me – the words of wisdom were very welcome. ”
CURRENT SOUGHT-AFTER TOPICS:
Black belt conversations: Verbal Self-defence
High-performing teams
Courage culture
“Businesses and employees need what you just presented.”
100% satisfaction rating: CPD conference face-to-face 160 people, May 2024
*****
100% satisfaction rating: CPD conference face-to-face 160 people, May 2024 *****
Speaker bookers find Clare:
Creative, fitting content to theme and audience
No-hassle, professional and conscientious
Responsive, from planning to delivery
Highly engaging, scoring high feedback
“I honestly left feeling taller. A really motivating and energising event.”
group coaching and workshop facilitation
Your team isn’t off-the-shelf, so for new direction, innovation, reflection or education for a team, one-size won’t fit all.
Because no two teams are the same.
Sit back, think and participate fully in a session tailored to you, the team and the business - yes, all at once!
Draw people out of comfort zones, un-pick tangles and see fresh choices.
Planning, creative ideas, structure and organising is taken care of, PLUS you can participate to get the outputs you need.
Frequent 5 STAR feedback shows how even the most reluctant get on board!
And for walking workshops, click here.
One of the best trainers I have seen in a really long time (june 2024)
*****
One of the best trainers I have seen in a really long time (june 2024) *****
“It was incredibly useful! I always feel hesitant and unsure whether such sessions are actually going to help. But I wanted to say how wrong I was and how valuable I found it.”
client stories:
When the housing management arm of a local authority needed to prioritise ahead of a stringent external audit:
The volunteer board of 8 needed to unite as a team and with focus, during a facilitated away day.
They adopted coaching techniques and gained a greater understanding of team dynamics and reduced tension and stress.
They bonded more than usual, explored their strategic priorities and set clear ongoing actions, individually and as a united team.
an international airport company implemented a company-wide reporting system:
11 Finance managers needed to generate ideas for leading changes, both within their teams and with internal customers.
After 2 days of facilitated idea-generating and learning, they better understood how to identify and use the psychology around resistance to change.
They could then implement comprehensive internal communication to support system changes and confidently gain buy-in.
“Exactly what we needed and you expertly hand-held us to get to that point where everyone felt involved, important and moved forward, thank you!”
two organisations needed to work together but were coming from different (obstructive) visions and cultures:
25 staff needed a uniting programme that would overcome suspicions, tensions, aid mutual understanding, boost learning and confidence.
In facilitated workshop they acknowledged skills and gaps, compared strategic intentions, explored needed actions, behaviours and accountability and examined resourcing and language patterns.
They fed back that ‘It brought energy to the conversation and was facilitated in a very lively and engaging way that made the whole room feel comfortable!’
a college needed management training, tight on budget and time:
The diverse middle management team needed a bespoke programme to accommodate a range of sensitivities They were consulted at every stage of design, about learning approaches and content
A 5-Pillar upskill programme, supporting them externally but managed internally, had follow-through activities to embed learning. They enjoyed the opportunity for all voices to be heard.
a property consulting firm needed to unite and upskill small teams across Europe quickly:
17 disconnected staff needed a focused, engaging addition to their Away Day to build skills and bond.
They enjoyed activities covering rapport-building and personal effectiveness and marketing psychology.
Their selfies, a record of their workshop, documented the integration of cultures and energies.
“Delivered with passion and a huge amount of knowledge.
What can appear, on face value, to be complex concepts distilled into memorable steps! Absolutely captivating.”
meetings
Chairing when you also need to contribute to agenda items is tough.
Concentrating on your own contribution, rather than being in charge, makes for a much less painful and more productive meeting….
When it’s vital, political, complicated or emotionally-charged, having someone external and objective makes it more orderly, less awkward and with meaningful outputs!
“Having an external presence took the pressure off and allowed us to speak more freely”
An external facilitator’s job is:
Safely steering the conversation
Stopping people speaking over others
Asking tough questions
Keeping to time
Preventing tension over the contentious
Making sure objectives are met
Warding off time-wasting
Encouraging hearing all the voices
Save hours of skirting around issues or revisiting the same debates: Having a neutral, prepared, assertive and experienced chair can make meetings more than just manageable, by maximising the talents around the table.
CLIENT stories:
the board and senior leadership at cross purposes:
The 5-strong Senior Leadership Team found the 8 Board members constantly changing expectations or making it difficult to execute strategic direction.
By having a neutral person guiding quarterly and sub-board meetings, both parties took time to understand the workings and needs of the other.
The dynamic became more relaxed within 6 months, and The Board reported feeling more valuable and involved. The Senior Leadership Team and their senior managers reported feeling more appreciated and respected.
The parties fed back how they felt part of a solid wider team and how the work pace had picked up, with clear dialogue, far fewer blocks, plus ways to overcome hurdles.
A cross-departmental project Team struggled to work together:
The team comprised specialists from one creative and one analytical function. It suffered a lack of cooperation, when actions seemed to have been agreed in meetings but not executed.
With an intervening neutral facilitator they first confided their concerns and aspirations. Then careful, constructive and exploratory conversations unfolded across two meetings.
The team widened understanding of each others’ motivations, skillsets, breadth of experience and fears and limitations.
A fresh energy, a united perspective and a sense of ambition evolved. The team began to perform within weeks and surpass original targets.
a new management structure unsettled middle managers:
A change in company ownership led to a restructure which altered most of the processes the 17-strong middle management had followed.
The 6 senior managers were less affected or already familiar with the new ways of working, but the majority of the workforce felt the effects.
Working with all 23, in three meetings across one month, key issues were identified and solutions suggested.
They created a plan of compromises and new ideas which met the needs of both groups. By the end of the quarter, most of the disruptions had stopped and progress was made faster than expected.