Board-level executive coaching
For Chair-persons, Board Directors, NEDs and Trustees
Introducing our board-level coaching
Whatever your sector, our board-level executive coaching will support your board in their crucial leadership purpose. Helping your board govern well and make collective decisions more effectively.
Is your board working as well as it should? board-level executive coaching is designed for when boards need to improve. It is all about renewal and effectiveness.
The implications of an underperforming board will impact the entire business. A board that is off-the-pace often becomes disconnected to the business and therefore becomes ineffective. As a board, you need to make every effort to be a powerful governing body for your organisation. When members are busy with other demands, the real risks (commercial, strategic, reputational, organisational) often get squeezed off the agenda.
Being a board Director of a company, or Trustee of a Not-For-Profit enterprise is a privilege and a significant responsibility too. As a result, leadership and governance of all organisations require, of necessity real commitment, resources and time. Consequently, few boards give the time and attention they need to their health, let alone the organisational health that is their core remit.
The benefits of our board-level executive coaching
Our board level executive coaching is designed specifically for those at the very top of the organisation. In addition, our experienced executive coaches will:
- Audit your effectiveness as a board, and create with you, strategies to bring about performance transformation
- Coach and mentor your board members (or your trustees) to help them raise their game
- Create a sensible, practical way of working as a group to ensure the board focuses on what matters in all its deliberations
- Build a long-term relationship with you to help you shape and craft your board to be the court-of-last-resort for you, the strategic resource it needs to be
Your board is the business brain of the organisation and board health, and board vitality are central concerns of the Chair and the CEO. Our executive coaches understand this and will help build robust governance mechanisms for you and your organisation.
Executive chair roles
In addition to their experience working with boards, a several of our team have also held both Non-Executive and Executive Chair positions. They continue to sit on boards and help shape the strategy and governance of both companies and charities. Nick Isbister was the NE Chair and then Executive Chair of Turley. This role was built on the 25-year relationship he had with them, helping them go from being a young, dynamic, regional player to being the largest Independent Town Planning Consultancy in the UK. Turley is an EO Business.
Meet our directors
“As Chair, Nick is commercial and team-focused. He works skillfully with the Board and the senior leadership team. His expertise and consistency are of significant benefit to the Company. Nick is a deep thinker who appreciates that great people and excellent strategy make companies successful.”
Rob Lucas
Retiring CEO Turley
How to lead a company well in an increasingly complex world
The subject of how companies should be run is an enduring one. Business Schools and business gurus peddle endless creative solutions, making a good living at theorising and pontificating about it.
Boards – Passing the baton, getting succession right
Get it wrong and a business can nosedive. Here's some advice about making changes to your Board of Directors positively and professionally.
“As Chair, Nick is commercial and team-focused. He works skillfully with the Board and the senior leadership team. His expertise and consistency are of significant benefit to the Company. Nick is a deep thinker who appreciates that great people and excellent strategy make companies successful.”
Rob Lucas
Retiring CEO Turley
“I served as a fellow Board member with Nick on our International Board for five years. I particularly valued his ability to understand the complexities of our business and his ability to shape our focus on what was most strategic.
He has a keen intellect. Through Nick’s influence, our Board was always aware of current best practices and critical thinking around organisational development and corporate governance and leadership. He always adds value to any discussion, any decision, any key area businesses need to address.
I appreciated his calmness and ability to hold people together even in the face of conflicting interests and agendas.”
Dr. Tommy Thomas
Board Member of SIMA International
How to lead a company well in an increasingly complex world
The subject of how companies should be run is an enduring one. Business Schools and business gurus peddle endless creative solutions, making a good living at theorising and pontificating about it.
How to be a Good Chair
Strong, healthy, dynamic organisations need strong, healthy, dynamic relationships, especially between the CEO and the Chair.
Boards – Passing the baton, getting succession right
Get it wrong and a business can nosedive. Here's some advice about making changes to your Board of Directors positively and professionally.
The Strategic Perspective – Foxes, Hedgehogs and Dragonflies
Does your Board have the right focus? Recognising foxes, hedgehogs and forging their thoughts together to create the acuity of dragonflies can give your Board a powerful strategic perspective...
Introducing our board-level coaching
Whatever your sector, our board-level executive coaching will support your board in their crucial leadership purpose. Helping your board govern well and make collective decisions more effectively.
Is your board working as well as it should? board-level executive coaching is designed for when boards need to improve. It is all about renewal and effectiveness.
The implications of an underperforming board will impact the entire business. A board that is off-the-pace often becomes disconnected to the business and therefore becomes ineffective. As a board, you need to make every effort to be a powerful governing body for your organisation. When members are busy with other demands, the real risks (commercial, strategic, reputational, organisational) often get squeezed off the agenda.
Being a board Director of a company, or Trustee of a Not-For-Profit enterprise is a privilege and a significant responsibility too. As a result, leadership and governance of all organisations require, of necessity real commitment, resources and time. Consequently, few boards give the time and attention they need to their health, let alone the organisational health that is their core remit.
The benefits of our board-level executive coaching
Our board level executive coaching is designed specifically for those at the very top of the organisation. In addition, our experienced executive coaches will:
- Audit your effectiveness as a board, and create with you, strategies to bring about performance transformation
- Coach and mentor your board members (or your trustees) to help them raise their game
- Create a sensible, practical way of working as a group to ensure the board focuses on what matters in all its deliberations
- Build a long-term relationship with you to help you shape and craft your board to be the court-of-last-resort for you, the strategic resource it needs to be
Your board is the business brain of the organisation and board health, and board vitality are central concerns of the Chair and the CEO. Our executive coaches understand this and will help build robust governance mechanisms for you and your organisation.
Executive chair roles
In addition to their experience working with boards, a several of our team have also held both Non-Executive and Executive Chair positions. They continue to sit on boards and help shape the strategy and governance of both companies and charities. Nick Isbister was the NE Chair and then Executive Chair of Turley. This role was built on the 25-year relationship he had with them, helping them go from being a young, dynamic, regional player to being the largest Independent Town Planning Consultancy in the UK. Turley is an EO Business.
Meet our directors
“As Chair, Nick is commercial and team-focused. He works skillfully with the Board and the senior leadership team. His expertise and consistency are of significant benefit to the Company. Nick is a deep thinker who appreciates that great people and excellent strategy make companies successful.”
Rob Lucas
Retiring CEO Turley
How to lead a company well in an increasingly complex world
The subject of how companies should be run is an enduring one. Business Schools and business gurus peddle endless creative solutions, making a good living at theorising and pontificating about it.
Boards – Passing the baton, getting succession right
Get it wrong and a business can nosedive. Here's some advice about making changes to your Board of Directors positively and professionally.
“As Chair, Nick is commercial and team-focused. He works skillfully with the Board and the senior leadership team. His expertise and consistency are of significant benefit to the Company. Nick is a deep thinker who appreciates that great people and excellent strategy make companies successful.”
Rob Lucas
Retiring CEO Turley
“I served as a fellow Board member with Nick on our International Board for five years. I particularly valued his ability to understand the complexities of our business and his ability to shape our focus on what was most strategic.
He has a keen intellect. Through Nick’s influence, our Board was always aware of current best practices and critical thinking around organisational development and corporate governance and leadership. He always adds value to any discussion, any decision, any key area businesses need to address.
I appreciated his calmness and ability to hold people together even in the face of conflicting interests and agendas.”
Dr. Tommy Thomas
Board Member of SIMA International
Meet our directors
Latest articles
How to lead a company well in an increasingly complex world
The subject of how companies should be run is an enduring one. Business Schools and business gurus peddle endless creative solutions, making a good living at theorising and pontificating about it.
How to be a Good Chair
Strong, healthy, dynamic organisations need strong, healthy, dynamic relationships, especially between the CEO and the Chair.
