I made a move from Westpac to Google  and David was there to assist with that transition. We worked om my personal style, interactions with a new employer, and goal setting.  David can draw on multiple models and a deep understanding of business and strategy, but he does that in a fundamentally human framework.  

He also understands the stress of a workplace and always put my personal wellbeing at the centre of my performance. 

I will use David again. 

Sarah French, Industry Manager - Travel - Google


The becoming/change coaching model

The six things needed for great coaching

Experience has led to the creation of the becoming/change coaching model.  I believe that all of these elements are needed for the best coaching outcomes.

Technical knowledge: having content knowledge on leadership, or strategy, or governance, or change or... whatever is relevant to the coaching

Emotional Intelligence: I need to have the skills to really listen and empathise, and understand human relationships. After all an organisation at its core is just a series of conversations

Active learning framework: discuss, decide, implement, measure and discuss... a cycle of feedback and learning

Safety: good coaching requires safety. You need to know you'll be listened to and that your view will be resected. It's part of my mission - that everyone is accepted regardless of difference

Story checking: We tell stories to others, and to ourselves. Often those stories aren't built on facts. Reality check them, not just because you can replace them, but also to understand why you might have created the story in the first place

Accountability: set goals, make them measurable, be accountable.


And here I am explaining the elements of my coaching model and why I think they're important.

 I've used David as a coach through two periods of change. He's thoughtful and practical in his approach, and challenged my thinking. 

Two things that I found really stood out about David - his ability to never lose sight of me in the overall issues - my wellness and strategies to look after myself. And his ability to bring the session back to the practical learning and changes that I could experiment with in the situation. 

I have no hesitation in using David again.

Mark Bebbington,  Senior Program Officer at Department of Family and Community Services 

Testimonials

Nick Corrigan.

Not-for-profit Leader | Senior Consultant | Organisational Development Specialist | StrategistMarch 8, 2017, David worked with Nick in the same group

I loved working with David and learned a huge amount in the time we spent together. He has a really strategic approach to consulting, a brilliantly engaging manner with stakeholders and was always committed to meeting deadlines.  I would work with him again in a shot, either using him as a consultant or being part of a team together.

Mark Bebbington

Senior Program Officer at Department of Family and Community Services (NSW)March 9, 2017, Mark was a client of David’s

I've used David as a coach through two periods of change. He's thoughtful and practical in his approach, and challenged my thinking, often through reframing the issues. Two things that I found really stood out about David - his ability to never lose sight of me in the overall issues - my wellness and strategies to look after myself. And his ability to bring the session back to the practical learning and changes that I could experiment with in the situation. I have no hesitation in using David again

Sally Lambourne

Manager Policy, Research and Consultancy at Alzheimer's Australia NSWMarch 19, 2017, Sally reported directly to David

David and I have worked together in Management Consulting since 2010. Over that time he has been my co-worker, manager and is now again my peer. As a colleague, David was extremely generous with his time and expert knowledge, particularly in the areas of organisational change, governance, policy and strategy. His genuine commitment to social justice was always inspiring and this did not change when he took on the leadership role of the consulting unit. As the manager he brought the team together specifically by drawing on individual strengths and supporting personal growth. David's management style is very motivating, he was always innovative, passionate and positive about our work across the not for profit and government sectors. I would really value the opportunity to work on future consulting projects with David.

Keith Johnstone

 Director of International Relations & Development at University of SouthamptonOctober 6, 2011, David worked with Keith in the same group

David did an incredible job balancing a number of extremely important roles at the College during a period of dramatic and important change. Despite significant pressure David always remained cheerful, professional and details orientated. He was an excellent colleague who worked well in high performing team, and as a leader and was essential to our success. Since his departure his primary role has been divided into no less the five senior roles - which is a testament to his abilities.