Typically, a coaching assignment lasts six months but this is often extended into an ongoing relationship. Initially, the process is feedback driven through one-to-one interviews and appropriate psychometrics. Where behavioural change is involved – which is often the case – Fred’s philosophy is to focus on the minimum number of practices that will have the maximum impact on the critical elements of the leadership role rather than to be ‘over-comprehensive’. For this reason, in-depth interviews are preferred to 360 survey instruments, as the data provided tends to be more useable and precise.

In his work, Fred strives to apply the deep principles and beliefs that underpin modern coaching. However, he is also a realist and recognises that from time to time there will be a need to flex into a more instructive or advisory role and will do this unashamedly where he believes it will help the client. But he will always return to what he considers to be the heart of coaching: to provide challenge and support to help clients identify and achieve outcomes that matter to them and their businesses.
Fred is very outcome focused recognising that both individuals being coached and the organisations that employ them expect tangible, measurable results. For this reason, Fred sticks with business leadership coaching and does not stray outside his chosen area of competence. His approach is ‘tried and tested’ across most business sectors and geographies.

It may be necessary to use specialist resources outside Fred’s area of competence. (For example, high-level presentation or financial skills). In which case, Fred will draw on a long-standing network of colleagues to ensure that the right expertise is available. Where this happens, Fred remains the 'lead-coach' to make sure that the various inputs are coordinated to achieve the agreed outcome.