Understanding leadership in real conditions — how behaviour changes, how performance is created, and how leaders operate under pressure.
Evidence-Based Coaching. Sometimes we need a clear head.
CEO & C-Suite Transition
Stepping into a CEO or C-Suite role is not a normal promotion. It changes the level of accountability, visibility, politics, and judgment required. This series focuses on the shift from functional expertise to enterprise leadership.
Marshall Goldsmith Stakeholder Centered Coaching
Marshall Goldsmith’s Leadership Stakeholder Centred Coaching gives leadership behaviour change a practical, measurable process. It moves coaching out of private reflection and into real stakeholder-visible action, follow-up, and results.
- First article
- All Articles
- Featured:
Leadership Behaviour Change
Leadership effectiveness depends on what leaders actually do, especially under pressure. This series looks at why successful leaders get stuck, how behaviour changes, and why stakeholder involvement makes change more likely to last.
- First article
- All Articles
- Featured:
AI and Leadership
AI is changing how decisions are shaped, but it does not remove human responsibility. This series focuses on judgment, accountability, trust, authority, and leadership responsibility in increasingly AI-shaped organisations.
- First article
- All Articles
- Featured:
Starting & Scaling a Coaching Business
For some senior professionals, coaching becomes a serious next step — as a business, portfolio path, or later-career evolution. This series gives a practical framework for building something commercially viable, not just personally meaningful.
- First article
- All Articles
- Featured:
Contact
- Book a 30 Minute Zoom call: Michael’s online diary
- Address: Executive Coaching Global, Business NLP Ltd, 120 Porthcawl Green, Milton Keynes MK4 3AL, United Kingdom
- LinkedIn: Michael Beale
- Email: michaelbeale@nlp-training.org
FAQ — Evidence-Based Leadership Coaching
Q: Who are these insights written for?
A: Senior leaders, CEOs, founders, and professionals navigating leadership transitions, influence, and behavioural change.
Q: Are these articles theoretical or practical?
A: They are grounded in real coaching work and leadership experience, focused on judgment, behaviour, and consequence rather than abstract models.
Q: Do I need to read these in order?
A: No. Each article stands alone, though many form part of a broader leadership behaviour and transition theme.
Q: How do these insights relate to your coaching work?
A: They reflect the issues leaders most often bring into coaching — and the conditions under which change actually holds.