Distinctions between coaching and mentoring, and psychotherapy have blurred in recent times. Suggestions that coaching is focussed on specific performance while mentoring is concerned with personal growth is not a differentiation I make. Generally, executive coaching is not considered related to psychotherapy although in my view it benefits greatly from that relationship, particularly with a psychoanalutic perspective.
My approach seeks to create an environment in which individual growth occurs which means alignment of the client with his or her desire for work and beyond; for performance, satisfaction and sense of self.
Psychoanalytic observations and insights into organisational and group dynamics have been the basis of outstanding business consultations since the second world war. In particular the Tavistock organisation in London has sponsored and progressed much of this work and the International Society for the Psychoanalytic Study of Organisations among other groups has brought psychoanalytically oriented consultants, coaches, and academics together for decades to share and develop the field.
I apply psychoanalytic methods to major state, national and international consulting engagements for government, industry and institutional clients and for coaching clients from all sectors. So while my academic background includes the capacity to teach someone how to calculate financial ratios or generate strategic plans, it is more productive and responsible for coaching to focus on ensuring the client’s desire is aligned with the demands for performance and well-being in and beyond his/her organisation.
Today, coaching can be seen as a symbol of commitment by an individual to his or her roles and life balance; and in the case of organisational referrals, a commitment by the organisation to the individual. Such commitment for coaching frequently extends to team and group members.
All individual and team coaching and supervision is considered strictly confidential.