Pause For Thought
Change has always been a constant despite what we might think. Just look at the changes in well-known company logos over the years, or fonts on phone Apps. Truth is as humans we are engineered to adapt to change and we do, but we still resist it and don’t like it. We forget the changes we have navigated and the way we have adapted because we are pre-programmed to think more negatively than positively.
The challenge today is the pace of change and the volume of change. There is more change coming at us at an increasing rate which leads to change fatigue and increased stress. When under stress or distressed, we resort to what comes naturally which is often mis-aligned to the results we want.
When business leaders resort to this state it sends shockwaves through the organisation they worked hard to build and the culture they might have invested in.
Leaders need more support now than ever before. The commercial landscape is morphing into unfamiliar territory, and leaders are unsure what to do.
Developing coping strategies and considering strategic opportunities requires focused time to reflect and then project.
I have come to learn over three decades that senior business leaders typically don’t warm to sitting in a room with their colleagues talking about how they are coping. This seems to trigger a sense of incompetence in their minds as well as imposter syndrome and they feel threatened. You just need to look at some of the political scenarios we are currently observing to understand why a business leader might feel this way regardless of any evidence (or lack thereof) that they have done wrong.
One to one coaching appears to be far more palatable as this provides protected, confidential and focused time for the leader to be honest without fear of judgement. Coaching also disables imposter syndrome by drawing out rational evidence and practical opportunities for further improvement. The relationship between a coach and the coachee is paramount as this is a meaningful relationship built on openness and trust. More business leaders are turning to coaching to support them as they too are human first.
If you have thought about coaching and didn’t know where to look, or have never contemplated the benefits of coaching, then you are welcome to get in touch so you can explore the opportunities without obligation.
News
Executive coaching is gaining momentum as a central component of leadership development, prompting business schools worldwide to integrate it into their executive education offerings. Institutions like UPF Barcelona School of Management, Oxford Saïd, and HEC Paris now embed coaching in short courses and part-time programs, responding to rising demand from both individuals and organisations. Surveys show that coaching ranks as the third most important career service among prospective business students, with 71% of executives seeing it as crucial for translating classroom learning into practical leadership skills. Coaches help executives reflect on challenges, build self-awareness, and develop more effective communication, often enhancing not only professional capabilities but also personal well-being.
This trend reflects a broader shift in leadership development; one that recognises the need for deeper emotional intelligence and resilience in today’s turbulent environments. Executives report long-lasting benefits from coaching, including ongoing peer support and improved workplace dynamics. However, experts caution against over-reliance on coaching, especially as AI begins to influence how coaching is delivered. While AI can aid with practice simulations, there’s a risk that coaching becomes overly standardised or that leaders outsource their judgment to coaches. Ultimately, coaching’s effectiveness depends on thoughtful, human-centred implementation that respects the boundaries of the coach-coachee relationship.
To read the article in full, visit the Financial Times website.
Insight
Following the pandemic-era boom in online executive education, there has been a strong resurgence in demand for in-person learning among business leaders. According to data from Unicon, face-to-face delivery in open enrolment programmes rose from just 14% in 2020–21 to 62% by 2023–24. Leaders are not returning to campuses solely for academic content, but for the immersive environment and peer connections that virtual settings often lack.
While online learning remains an important part of the mix, especially for flexibility, cost-efficiency, and scalability, most institutions now treat learning formats as design choices rather than binary options. Blended and hybrid models are gaining traction, combining the strengths of digital accessibility with the relational value of in-person sessions. The article highlights a broader “rebalancing” rather than a total reversal; executive education is evolving to offer more personalised, flexible, and impactful learning pathways that accommodate both time-pressed executives and the enduring need for human connection.
To read the article in full, visit the Financial Times website.