70% of New CEOs Fail
Source: Gartner · Heidrick & Struggles · Stanford Rock Centre · The Conference Board · Institute of Executive Development
I help you join the 30% who succeed
Management Teams
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MCC Master Certified Coach · BCC Board Certified Coach · 25,000+ Coaching Hours · Coaching Practice Est. 2001
Private Sector: SAP · Nokia · SimCorp · BNP Paribas · Société Generale · American Express · FedEx · Maersk · Disney · Olam International · Coats Plc · Avaya · Akzo Nobel · Siemens · Bank of Singapore · ING · TMB · DiGi · Clariant · DSM-Firmenich · Total · among others
Public Sector: EDB · Monetary Authority of Singapore · Prime Minister's Office · A*STAR · GovTech · SGInnovate · Design Singapore
The layer that makes or breaks execution
A CEO can have the right strategy and the right leadership team. It still will not deliver if the managers beneath them cannot execute. The people who actually run the business day to day are the people managers. They set the tone, manage performance, develop the talent, and hold the whole thing together. And in most organisations, they are the people who get the least support.
When I ask CEOs what they need to see different in the leadership beneath them, the answer is always the same three things. "I need to see my managers step up out of the detail. I need to see them proactively develop their people. And I need you to teach them to operate at a more strategic level."
The managers themselves are not the problem. The problem is that nobody has given them absolute clarity on what the job actually entails at that level, the skills to do it, or helped them find the time to do it differently.
That is the part I can help you with.
What the work involves
Every organisation is different, and so is every management population. Before any work begins, we have a conversation about where the stress points are and where the biggest payback will come from. It may be time and leadership effectiveness. It may be performance management. It may be team dynamics and coaching skills. Usually it is a combination. From that conversation, we agree which programmes make sense, in what format, and in what sequence.
All programmes can be delivered in person anywhere in the world, or virtually where indicated. They are designed to stand alone but work best as a connected system.
Masterclasses can be from one hour to three hours depending on your schedule and needs.
| Programme | What it addresses | Format |
|---|---|---|
| Leadership at the Speed of Thought™ | How managers are spending their time, what needs to change, and exactly how to change it. The foundation for everything else. | Masterclass · In-person or virtual |
| Performance Conversations | How to plan performance from the outset, assess continuously, and make year-end reviews a straightforward confirmation of what both parties already know. Uses the Profitable Leadership® Voyage Planning process. | Masterclass or 2-day workshop · In-person or virtual |
| First Time Manager | The shift from individual contributor to leading others. What changes, what is expected, and how to handle the transition so it sticks. | 1-day workshop · In-person or virtual |
| Leading an Agile Team | The coaching skills to lead unified, self-directed teams. How to set team goals, give feedback, coach continuous improvement, and handle performance in a matrix or virtual environment. | Half-day or 1-day workshop · In-person only |
| Being an Agile Team | For team members rather than team leaders. Communication, collaboration, conflict resolution and peer coaching in a self-directed team environment. | Half-day or 1-day workshop · In-person only |
| Leadership Conversations | For experienced managers moving up. Strategic thinking, coaching for change, stakeholder management, and handling the next promotion transition. Participants bring real issues and practise under direct guidance. | 2-day workshop · In-person only |
| TonyLatimer.ai | Your managers' 24/7 leadership development companion that speaks your language. On-demand access to the complete Profitable Leadership® content library between sessions, whenever they need it. | On-demand · Always on |
For HR teams and internal coaches
If your HR team works directly with managers and leaders on people issues, these programmes build the coaching skills that make those conversations more effective.
| Programme | What it addresses | Format |
|---|---|---|
| HRBP as Coach | How HR business partners can use coaching skills to redirect problems back to the people who own them, rather than absorbing issues that managers should be resolving themselves. | 1-day workshop · In-person or virtual |
| Transition Coaching | A framework of specific conversations to have before a promotion happens and in the first 90 days after. Teaches HR professionals and senior leaders to coach transitions at every level, not just at the top. | 1-day workshop · In-person or virtual |
| The Internal Coach | A comprehensive programme for HR professionals and senior leaders acting as internal coaches. Covers conflict resolution, career coaching, transition coaching, mentoring, and coaching mastery. | 3-day workshop · In-person or virtual |
| Powerful Mentoring | For senior leaders acting as mentors. How to bring coaching skills into the mentor relationship so that advice lands and sticks rather than being ignored. | 1-day workshop · In-person or virtual |
| Conflict Resolution | How to identify and eliminate the behavioural deadlocks that block the flow of ideas, decisions, and execution in matrix organisations. | 1-day workshop · In-person only |
These programmes are designed to work as a coherent system, but they can also be delivered individually depending on where the need is greatest. All can be delivered in person or virtually, anywhere in the world.
For organisations that want ongoing individual coaching support for their senior managers without committing to a fixed programme, Coaching as a Service (CaaS) is the right conversation.
If the work needs to start at the top, with the CEO and the leadership team, Executive Coaching and Leadership Teams is where that begins.
Every engagement starts the same way.
It starts with a conversation. We discuss where you are, where you need to be, and what we need to teach you to do differently in order to get there. Everything else follows from that.
