Professional coaching & mentoring services

Making your organisation stronger, more capable and more adaptable

Select one of the areas below to discover how we use coaching and mentoring to improve strategic outcomes and address organisational challenges.

 

 

The demands and expectations on leaders are greater than ever before: we are expected to take on more, achieve more with less, be accountable for our own development and become more resilient just to stay ahead of the curve.

​​​​Teams often lack time to invest in developing meaningful relationships and mutual understanding. This means that teams may under-perform or find themselves expending energy but not driving outcomes.

Organisations often struggle to achieve return on investment in the time, effort and money invested in change initiatives. This is usually because investment has focused on clarifying strategic objectives and on creating new processes and structures without giving people the capabilities and support they need to drive change forward.

​​​​All too often, organisations spend large amounts of money on coaching and mentoring without a clear understanding of the results they are looking to achieve or of how the organisation’s needs are likely to evolve over time.

Case Studies

Giving leaders the skills to understand and manage their direct reports more effectively and engage in conversations which build engagement and accountability

Supporting leaders and managers across the organisation in making and supporting a change in organisational culture, style and approach, as the organisation grows and matures.

Supporting Cognizant with implementing a Mentoring programme

The OCM was engaged primarily to upskill a number of leaders across the UK business who had been identified as mentors to UK graduates who were currently undertaking their graduate training programme.

Insights

A personal reflection by Graham Clark

I was a management consultant for 16 years before deciding to become a full-time coach. When I was consulting friends, clients and family members they would sometimes ask me what the point of consulting was – and the very short answer I’d always give was that it’s about making our client organisations stronger and more capable. And then they’d ask me what consultants do, the answer I always gave was based on David Maister’s seminal book “Managing the professional services firm”. When you boil it down, there are only 3 things that consultants do – sell, deliver and manage.

It’s a fair enough question. We’re told all the time that coaching skills are a must have set of skills for the modern leader.

Indeed, all the top business schools, from Wharton to Insead, now include modules on coaching on their MBA programmes. And they know a thing or two about leadership and management.