How it Works

Emma Turner Coaching provides executive and leadership coaching through clearly defined, professionally contracted engagements. The work is designed to support senior leaders operating in complex organisational contexts and is delivered within clear ethical and confidentiality boundaries.

The process below reflects how coaching is typically structured.

1. Initial conversation

All engagements begin with an initial conversation to clarify context, purpose and fit.

This discussion focuses on:

  • The leader’s role and organisational context

  • What the organisation or individual is seeking from coaching

  • Whether coaching is the appropriate form of support

  • The most suitable engagement structure

This conversation is exploratory and does not commit either party to proceed.

2. Engagement design

Where coaching is agreed, the engagement is designed to reflect the context and objectives identified.

For organisationally sponsored coaching, this typically involves:

  • Agreement of a 6, 9 or 12-month engagement

  • Agreement on session cadence and focus

  • Agreement on any sponsor alignment points (where appropriate)

  • Confirmation of professional boundaries and confidentiality

For self-funded individual coaching, this typically involves:

  • Agreement of a focused engagement of 3 or 6 sessions

  • Clear definition of the issue or transition to be worked on

  • Confirmation of scope and timeframe

All engagements are time-bound and clearly contracted.

3. Coaching sessions

Coaching is delivered through 90-minute sessions, usually on a monthly basis, with flexibility to reflect role demands.

Sessions provide a confidential, structured space to:

  • Think clearly and reflect

  • Explore leadership challenges and decisions

  • Test assumptions and perspectives

  • Develop insight and strengthen judgement

The focus of the work evolves over time in response to the leader’s context.

4. Use of psychology and tools

As a Chartered Occupational and Coaching Psychologist, Emma Turner may draw on:

  • Psychological theory and behavioural science

  • Reflective models and frameworks

  • Psychometric tools or assessment, where useful

Tools are used selectively and only where they add value to the coaching process.

5. Review and reflection

Where appropriate, engagements may include:

  • Informal reflection on progress

  • Re-contracting if the leader’s role or context changes

  • Light sponsor review points (for organisational work), without disclosure of coaching content

These reviews are intended to ensure the coaching remains relevant and appropriately focused.

6. Completion

All engagements conclude at the agreed end point.

Completion typically includes:

  • Reflection on learning and development

  • Consolidation of insights

  • Consideration of next steps, if appropriate

There is no assumption of continuation beyond the agreed engagement.

Next steps

If you are enquiring on behalf of an organisation, or are a senior leader considering coaching support, please get in touch to arrange an initial conversation.

Get in contact