I’m four years into my journey to find out how powerful coaching can be. I first got curious about coaching when I was working with organisations to help them be more open to new ideas. When you’re working with ‘companies’, really you’re working with people. Any organisation has structures and a culture that affect how people behave - including how open they can be. Part of my work is to explore these and help organisations experiment with them. Beyond this, we each have our own internal ways of being that affect how we behave: the messages we tell ourselves, the boundaries we set for ourselves, the perspectives we become accustomed to. How much can we change these? What does it really take? And how far can coaching help?
I trained with the Co-Active School, and my perspective on coaching is almost entirely informed by Co-Active methodology, although I actively seek exchange with coaches from other schools.
My motivation in coaching is to open people’s eyes to the infinite possibilities inside themselves, with the aim of greater fulfilment in all aspects of their lives. Before I started coaching, I wrote two books that really come down to this. The first is The Brand Strategist’s Guide to Desire (2014), where I challenge brands to go on a journey with their customers to understand what really matters to them deeply - things like community, adventure, aesthetics, vitality and purpose - and to develop meaningful responses to these desires. The second is The Innovation-Friendly Organization (2017), which challenges companies to explore their openness to the infinite possibilities inside each of their employees and community members, in order to build their resilience and capacity to innovate in times of flux.