Moving into a new role
When a leader is new to a role, level or the organisation, coaching helps them manage the pressure and reach good decisions faster.
Executive and leadership coaching
Confidential, one-to-one executive and leadership coaching with registered psychologists. Grounded in the evidence, built to make change that lasts.
Why this matters
78%
of senior executives say coaching has a positive impact.
ICF, Building a Coaching Culture, 2023.
69%
of people say their manager affects their mental health as much as their life partner, and more than their doctor or therapist.
UKG Workforce Institute, Mental Health at Work, 2023.
When support is needed most
Coaching can be valuable at any time, but especially in these situations.
When a leader is new to a role, level or the organisation, coaching helps them manage the pressure and reach good decisions faster.
Through restructures, rebuilds or relationship breakdowns, coaching helps leaders become the steadying force for your people.
If leaders are holding too large a remit, coaching can ensure you get in front of the burnout. By supporting the mental wellbeing of the leader, you’ll keep the team and the work on track.
A quick check
The pressure that makes coaching valuable isn’t confined to the most senior roles. A frontline team leader can be as exposed as a general manager. This quick check helps you weigh it up for one specific person.
How it works
We start with a short, no-obligation conversation about the leader you think may benefit from coaching, and why.
Let's match the leader to a coach with best-fit experience, or have the leader choose from our team.
The leader sets the agenda for their regular coaching sessions. These are confidential and reflective, designed so that progress compounds with each session.
At three months, we check in with you and the leader to review progress against your goals. These check-ins report on progress while keeping the content of coaching sessions confidential.
Leaders often notice a shift within the first few sessions, but permanent change takes three to six months.
Organisation-wide impact
By building awareness of their own values, motivations and triggers, leaders can make clearer decisions, and respond more effectively under pressure.
With clearer direction and open conversations, your people will have the emotional space to focus on doing their best work. It’s also key to employee retention.
Good leadership gives teams more ownership of customer outcomes. They’ll be confident in using their judgement to solve problems, rather than following rigid processes.
With effective leadership in place, boards spend less time dealing with operational issues. This lets them invest time and attention into strategic decisions for long-term success.
Watch
An extract from a recent webinar with our co-CEO Chris Scott — why recovery, not effort, is what protects performance, and the psychology that keeps leaders well.
Beyond the executive
Your frontline team leaders can be under as much pressure as those in the C-suite. The same support, shaped to the roles they do.
4.8/5
response score across 182 responses
97%
positive feedback, none negative
79
NPS score (world-class)
Expertise
Our co-founders and CEOs lead a team of over 40 registered psychologists and specialist staff across Aotearoa. Their particular expertise in leadership across government, healthcare and corporate environments means we can match the right coach to your leader.
Sean Versteegh Co-CEO
Most people want to do good work. The question is whether the conditions let them.Connect on LinkedIn
Chris Scott Co-CEO
What changes wellbeing at work is not more support. It is fewer reasons to need it.Connect on LinkedIn
Across Aotearoa
More than 40 registered psychologists and specialist staff across Aotearoa, with particular expertise in leadership across government, healthcare and corporate environments.
Frequently asked
Executive coaching is one-to-one support for a senior leader, focused on how they think, decide and lead in the real situations in front of them. With us it's delivered by a registered psychologist and is reflective rather than instructional: the coach helps the leader examine the assumptions and patterns behind their decisions, so their judgement sharpens for the decisions still to come.
The leaders carrying real weight: new executives finding their feet, experienced leaders facing a harder-than-usual challenge, high-potential people you're investing in, and senior leaders who have run out of safe places to think. It is for capable people, not a remedial step. The same support also works for anyone in a high-pressure or high-risk role, not only the most senior leaders. If you have someone in mind, a short discovery call is the quickest way to weigh it up.
Anyone can call themselves a coach. A registered psychologist is trained, regulated and accountable, with a deep working knowledge of behaviour, motivation and pressure. For senior leaders making consequential decisions, that depth matters. We translate it into plain, practical conversation, not jargon.
Most coaching hands a leader a model and a set of goals. We work differently.
It's reflective. Rather than supplying answers, the coach helps the leader examine their own experience: the assumptions behind a decision, the patterns in how they respond under pressure, the gap between what they intend and what their people experience. That's how judgement is built, and judgement carries to the next hard decision, long after the coaching ends.
It's practical. Every session leaves the leader with something to act on, not only something to think about.
Coaching, mentoring and management all support a leader, in different ways. Knowing the difference helps you decide what to invest in, and when.
Coaching develops the leader's own thinking. A registered psychologist helps them examine the assumptions and patterns behind how they lead and decide. Best when the challenge is judgement, perspective, or how someone is showing up.
Mentoring passes on experience. Someone who has done the role shares what worked for them. Valuable for a known path, though limited to one person's experience.
Management directs the work. A manager sets objectives, allocates resources and holds the leader to account for results. Essential, and not a space for honest reflection, because the same person signs the review.
Coaching is the one built for honest reflection. If you're not sure which one you need, talk to us.
Yes. What's said in a session stays in the session. The organisation sees that coaching is taking place and can review progress against the goals set at the start. Session content is never reported. The standard professional exceptions apply: a clear risk to safety, or a legal obligation to disclose.
Leaders often notice a shift within the first few sessions. Development that genuinely changes how someone leads takes three to six months to embed. We're upfront about timeframes.
Yes. One-to-one coaching is our core work, and we also run manager and leadership team development that extends the same reflective approach to groups.
A short discovery call. We'll talk through who you have in mind and what you want to change, and be honest about whether coaching is the right fit.
Talk to us
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