About Gillian Wright
Gillian was co-founder and MD of Mentor Corporate Coaching Ltd for 18 years, having been a director of 2 companies previously. Knowing too well what it’s like to start businesses from scratch and ‘hack sales from the hillside’, manage the strategic focus, day-to-day issues and people, she can identify closely with the challenges and frustrations of business leaders.
With over 30 years experience in leadership and management roles, an Institute of Leadership and Management qualification in Executive Coaching and Leadership Mentoring and INLPTA (NLP) qualification, Gillian specialises in working with business people at all levels and has the reputation of being a tough yet supportive coach; she will explore the source of business challenges and get leaders, teams and individuals to clarify their thinking and plan improvement action.
Gillian still acts as a Consultant to Mentor Corporate Coaching and remains in partnership with them offering the most popular public training programmes: Results Centred Leadership and Personal Excellence.
About Gillian Wright
Gillian Wright partners with business leaders to help align the performance of their team members to the business vision, resulting in corporate growth and profit.
- A fact-finding face to face conversation with business executives
- Meet with the people involved in the project
- Agree objectives and results to be achieved
- Create a solution pathway
- Measure results
The Solution Pathway May Include One Or More Of:
- Individual coaching sessions
- Regular team coaching sessions
- Facilitation of meetings, eg. management meetings, sales meetings, board meetings
- Group training sessions
- Skill development workshops
- Public training programmes
Fast paced, highly interactive, breakthrough focused, fun!
Development is typically scheduled over a period of time to allow real-life practice in the workplace.
Questions? Get in touch today.
Working with her expertise has definitely helped us to progress the Smoking Gun PR team in line with our vision and goals. The coaching programme has helped improve professional development and employee engagement to a noticeable degree.
One of the key results so far is that it caused the SMT to address some of the trickier areas within the business that needed attention and the business has benefited greatly from subsequent actions taken.”
Why Coaching Is Important
“In my experience, people are not evil and don’t come into work each day intent on sabotaging the success of the company. If they foul up, or create negativity and misery around the coffee machine, or if they’re aggressive and uncooperative, etc., there’s almost always an underlying reason causing these attitudes. A good coach will recognise this and want to get to the bottom of it and help the person create a path for positive change.
Just saying ‘change your attitude’ or ‘change your behaviour, or else!’ doesn’t cut it unless it’s a last resort, when a coaching approach hasn’t worked. A coaching approach will seek to understand ‘why’ and get the person to see a way forward.
When a good coaching relationship is established through mutual trust and respect, it’s easy to be extremely candid with people. I have been known to tell clients to ‘quit bellyaching and get on with it’ when their excuses frustrate me. Paradoxically, they accept this strong ‘coaching’ and make breakthroughs. It’s great to see that.
In saying all of that, there doesn’t have to be a ‘problem’ to receive coaching. Some people just want more of their existing strengths and/or to be better at what they’re already good at.”
What kind of Coach am I?
“Sometimes, my heart goes out to people when I see them struggling with themselves but I have to remain objective. As a coach, all I want to do initially is to help them think more clearly and feel better about themselves. Once they’re at that point, we can get to the nitty-gritty of how they can improve their situation through building on their strengths and skills.
Very often, I have to put my head on my own chopping block and ask the really direct, difficult question sooner, rather than later. No point dancing around issues – that doesn’t get anyone anywhere. But, guess what…. when I do that, there’s a ‘clunk’ in the air that tells both of us we’ve hit the nail on the head. What follows?….. breakthrough, breakthrough, breakthrough.”
Is coaching a bit soft and intangible therefore difficult to measure in terms of effectiveness?
“Many people think coaching is a ‘touchy-feely’ thing. Far from it. It’s ‘emotional’, yes, but it’s not a wishy-washy. When you actually dig down to what we’re dealing with in business every day, it’s governed by people’s emotions – our own, our team members, clients, suppliers, stakeholders etc – they’re all there! Having the capability to manage those emotions is just as much a skill as any other business or technical skill. Research studies do show that having high emotional intelligence can significantly and measurably increase performance and results. So, if managers/leaders can improve their own emotional intelligence, the results will show in team performance and bottom line results.”