Executive coaching for organisations · London and online
Organisation-sponsored executive coaching
When an organisation invests in executive coaching, the work needs to provide genuine value to both the individual leader and the business. That requires clarity about how coaching will be used, honest conversations and firm boundaries around confidentiality.
I provide one-to-one executive coaching in London and online for C-suite executives, directors, senior leaders and those stepping into roles with greater scope, visibility or consequence.
When leadership needs to evolve with the organisation
Organisations may sponsor coaching for one leader, for several members of a team or across a cohort or leadership layer. The trigger is often the same: responsibilities, expectations or the organisational context have changed and the way people lead needs to change with them.
01
Promotion, succession and broader responsibility
Leaders are often promoted because of what they have already proved. The next role may require less direct control and greater impact through others, broader organisational judgement, more complex stakeholder influence and a different relationship with authority.
An organisation may sponsor coaching as someone enters the C-suite, takes responsibility for a larger team or remit, prepares for succession or moves into a role with significantly greater visibility.
02
Growth, acquisition and restructuring
Organisations may also commission coaching across several leaders who need to take on greater responsibility, build stronger judgement and accountability or operate differently through growth, acquisition or restructuring.
03
AI and changing expectations
As AI changes how work gets done, leaders may need to rethink responsibilities, expectations and the skills their teams need. Coaching creates space to test assumptions, exercise judgement and lead honest conversations about what is changing, including where there is still uncertainty.
04
Operational pressure and competing demands
At other times, there is no formal transition. A valued leader or leadership cohort may be delivering strongly while becoming increasingly drawn into operational detail, stretched across competing demands or constrained by difficult relationships. Addressing those patterns early can protect performance, retain valuable leadership capacity and create space for deliberate change.
Sponsoring coaching is rarely a response to failure. More often, it reflects the organisation’s confidence in its leaders and a recognition that their continued development matters to the business.
The person doing the work
Consistent, experienced coaching across the organisation
20years in senior management and director-level roles
5,000+hours coaching senior leaders
Every engagement through Will Harvey Coaching is designed and delivered by me. The person who speaks with the organisational sponsor at the outset is the same person who meets each leader, conducts the coaching and remains accountable for the quality and continuity of the work.
That consistency is particularly valuable when I’m coaching several leaders within the same organisation. I develop a clear understanding of the shared context while keeping each coaching relationship distinct and confidential. This allows the work to respond to individual needs without losing sight of the environment in which those leaders are operating.
Organisations know who’s doing the work, what experience I bring and who’s accountable for its standard.
“Will has helped these individuals step into a new version of themselves, with the self-assurance they need to hold the confidence of their teams.”
My work with ADAM Architecture began with coaching for one senior leader in 2021. It has grown into an ongoing partnership involving more than 30 leaders, team development and organisational consultancy.
That growth wasn’t a predetermined rollout. Each stage developed from the value of the work already undertaken and the evolving needs of the organisation. One-to-one coaching remained central, while the depth of the relationship allowed me to understand the wider context and contribute where that understanding could be useful.
“Working with Will has had a profound impact on my professional and personal life.”
Victor ManAssociate Director, ADAM Architecture
Clear agreements. Confidential conversations.
Organisation-sponsored coaching doesn’t need to follow a single model.
Organisational objectives
A shared purpose for the work
Some organisations want the coaching to address objectives connected to the needs of the business.
Where there are organisational objectives, the sponsor, the leader and I establish what the work is intended to change and how progress will be reviewed.
Leader-owned focus
Space for the leader to set the direction
Others provide coaching as an investment in the leader, trusting them to use the space in whatever way is most valuable.
The leader and I agree the focus together, with room for it to evolve as their role and circumstances change.
At the outset, we agree which basis the engagement will follow. Both approaches produce meaningful results.
The same flexibility applies when coaching is commissioned across a team, cohort or leadership layer. There may be a shared organisational purpose, distinct objectives for each leader or simply access to confidential coaching within a common programme.
Clear structure from the outset
From the first sponsor conversation to reviewing what’s changed, everyone knows how the engagement will work.
01
Understand the requirement
An initial conversation with the organisational sponsor establishes what has prompted the requirement, who the coaching is for and what a useful engagement needs to provide. Where coaching is being commissioned across a cohort or leadership layer, we also consider the shared context and where individual needs may differ.
02
Establish trust and fit
Each leader then has a confidential introductory conversation with me before the work begins. The quality of coaching depends on trust and fit, so both of us have the opportunity to decide whether the relationship is right.
03
Agree the structure
If we proceed, we confirm the basis of the engagement, the boundaries around confidentiality, the cadence and any agreed review points. Each leader’s objectives and progress are recorded in a bespoke coaching progress tracker, which remains confidential unless we explicitly agree otherwise.
04
Review and decide what’s next
Where sponsor reviews are included, the leader and I agree what can usefully be shared. At the end of the engagement, we review what has changed, what may still require attention and whether it would be valuable to continue working together.
A confidential 45-minute conversation to explore what you need and whether we’d be a good fit.
Additional capacity when the work requires it
My coaching engagements often extend beyond one-to-one coaching. I frequently work directly with cohorts and intact leadership teams and combine coaching with organisational consultancy where that serves the requirement.
Broader delivery through Zenith Leadership
Where the scale or scope of the work benefits from additional facilitators or a broader delivery team, I work through Zenith Leadership, the leadership development and consultancy business I co-lead. I continue to design the work and deliver it at the most senior levels, while our highly qualified team of coaches and facilitators supports delivery across the wider programme.
Patterns within leaders and teams
I offer Enneagram coaching for individual leaders and leadership teams, exploring the patterns that shape decisions, relationships and how people work together.
Let’s talk
If you’re considering coaching for yourself or a senior leader in your organisation, I’d be glad to hear what has prompted it. We can talk through the situation, what you hope the work could achieve and how I might approach it.
We’ll also get a sense of whether we would work well together.
