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This large organisation had been enduring bad press for a number of years and as things came to a head this newly appointed non-executive director found themselves in the position of having to soothe the concerns of one set of stakeholders whilst simultaneously agitating for change on behalf of shareholders.  This NED needed a dispassionate sounding board who could listen to worries, cross-check thinking, prioritise conflicting demands on time and work through simple, implementable solutions for situations involving leaders at the highest level who didn’t necessarily grasp the mechanics and practicalities of the change they were asking for.


Within a few sessions the individual grew to be more trusting of their instincts and common-sense approach borne of wide, early career experience.They started to find it easier to distinguish between ‘noisy’ tasks that could be delegated and delicate situations that required their personal attention.