One-to-one coaching
Coaching is at the core of what 
does. Trained in executive coaching with the Chartered Institute of Personnel and Development, Katharine specialises in performance and leadership coaching with an emphasis on facilitating change and personal and professional growth through reflection and heightened self-awareness. One-to-one coaching creates space for insights and understandings that can be crowded out by the day-to-day "keeping the show on the road" of a manager, director or chief executive. The objectives of the coaching can vary greatly. Examples are to:
-
support and act as a sounding board for top managers/board directors/chief executives
-
enhance the performance of experienced managers or those being "groomed" for the highest echelons and help them to reflect on what leadership means
-
help managers in new roles who need to get up the learning curve fast
-
improve the performance of struggling managers
-
help to define where a client's career may need to go next.
MBTI and 360 feedback may often be used to inform any of these processes.
Action learning sets
Trained in leading Action Learning Sets at the National School of Government, Katharine has worked both with managers from within one organisation and with managers working at the same level in a variety of organisations. Action Learning Sets often work very well as one strand of blended learning within a management development programme and Katharine has led Sets for National School of Government programmes for some years.
Team building/strategic Awaydays
Katharine has many years' experience in running Strategic Awaydays at all levels from Boards to team leader level. She particularly enjoys those days which combine both an element of strategic/corporate/business planning and working on some internal team processes and how to raise the team's performance.
Assessment/development centres
Katharine has considerable experience of working as an assessor. Most of that experience was gained while working as an associate with KPMG but she also chaired a development centre, designed to select high potential managers for a DTI management development scheme, in the 1990s.
