Executive Coaching

This is the primary way in which Emma Turner Coaching works with organisations.

Executive coaching is delivered through a defined, time-bound engagement, aligned to the leader’s role, context and responsibilities.

Engagements may be commissioned by organisations or self-funded, depending on role and context.

The work is led and delivered by Emma Turner.

Who this is for

• Senior leaders (e.g. Director, Executive, Senior Civil Servant)

• Leaders operating under significant responsibility, pressure or visibility

• Organisations seeking professionally accountable executive coaching support

How the work is structured

• Engagements typically run over 6, 9 or 12 months

• 90-minute coaching conversations, usually delivered monthly

• Engagement length agreed based on context and objectives

• Engagements may also be supported, where helpful, by short reflective materials, shared selectively, to help consolidate insight between conversations

• Light sponsor alignment may be included where appropriate and agreed

• Confidentiality of coaching content is maintained throughout

Situations leaders often bring to coaching

Senior leaders I work with are typically performing well and carrying significant responsibility. Coaching is rarely about fixing obvious problems; more often it provides protected space to think clearly about what is getting in the way of being fully effective.

Leaders may come to coaching when they want to:

• strengthen their impact and presence at senior level

• think more strategically in complex or politically sensitive environments

• navigate relationships across the organisation more effectively

• become more visible without overextending themselves

• address patterns such as avoiding difficult conversations, holding on too tightly, or feeling personally responsible for everything

Often the question is not what to do, but whether established ways of thinking or responding are limiting effectiveness. Coaching provides structured space to explore these issues, develop insight, and make deliberate, informed changes in how leadership is exercised.

Focus of the work

The focus is shaped by the leader’s organisational context and evolves over time. Common areas include:

• Leadership judgement and decision-making

• Navigating complexity, authority and influence

• Role transitions and increased scope

• Sustaining performance under pressure

• Thinking clearly in ambiguous or high-stakes situations

Where useful, psychological tools or assessment may be integrated selectively to support insight and development.

This work is best suited to roles where there is ongoing responsibility, complexity and judgement to navigate over time.