The pressures of transitioning to a leadership role are immense and unique. The ongoing strain of leading a team in today’s rapidly changing climate can be exhilarating but also terrifying. Knowing when to work strategically and when to turn your eye to the detail can be disconcerting but also inspirational. Understanding people can be perplexing but gratifying.

Our experienced coaches at P&P are here to partner with your new and existing leaders to alleviate the loneliness that can accompany a leadership position. Inspired by our own leadership journeys and our extensive coaching experience, we will help your managers be braver, stronger and smarter.

Our approach

1-1 coaching sessions will be held face to face, over the phone, or virtually, to suit the individual.  Each coaching session is tailored entirely to the individual’s concerns and goals, which will be explored in the first session. The coach will act as an independent, objective, non-judgemental sounding-board, creating a safe space for self-reflection.  The coaching can facilitate a confident and quicker integration into a leadership role and will help identify concerns and obstacles.  As well as encouraging different ways of thinking, practical solutions and ways forward will be identified by the coachee, with the help of the coach, which may include extra reading, profiling and 360-degree feedback in between sessions.

Case Study

A recent leadership coaching assignment

Richard, a Senior Associate in a top central London law firm, decided to work with P&P coach Helen Letchfield in March, following an initial chemistry meeting.  

Richard: ‘In the chemistry session there were a couple of questions that I felt Helen answered really insightfully (and in fact continued to do that throughout our sessions). I felt that she understood what I was looking for and that we got on well, too.

 At the time, Richard was returning from a period of sick leave so was keen to quickly re-establish his position back at work, as well as reflect on his work/life balance plan, which would enable him to spend time with his wife and young daughter without compromising his career goals.  Richard was also keen to be promoted to Partner.

Following a phased return back to work and his annual performance appraisal, Richard commenced 6 coaching sessions with Helen, held roughly 6 weeks apart.  As part of the coaching process, both during the sessions and in his own time, Richard completed several coaching tools, including a personality profile and a ‘wheel of wealth’, enabling him to take a helicopter view of his overall work/life balance and key priorities. These deep-dive discussions enabled Richard to reflect on feedback from others as well as challenge himself to think differently.

Richard: ‘I found every session very useful. I think though, that the most useful was Helen’s willingness to challenge (gently) the way I approach things and suggest changes.  I did a lot of talking through the advantages & disadvantages and making the most of my strengths.

 Richard then had 2 coaching sessions focused on interview preparation and practice for his upcoming partnership assessment process.

Richard: ‘The most useful aspects of these sessions were the practice questions and the feedback Helen gave while we went through them. The body language observation was very helpful, and I have used it a lot since (including in the partnership interview).’

Richard was successfully made up to Partner in March, just one year after his return to work.