Executive coaching · London and remote
The first year in a wider remit.
A wider remit changes the questions before it changes the calendar. Lintel Practice is a confidential thinking partnership for senior leaders working out how to hold new scope well.
01 Where the work starts
What senior leaders actually bring
These are the situations the practice is built around. Not a diagnosis, and not a promise about outcomes: a description of the terrain.
- 01
The remit widened faster than the information
More scope, thinner signal. Deciding what you actually know, and what you are inferring from a distance.
- 02
Fewer people can speak to you plainly
Seniority quietly removes candour. A room outside the reporting line restores somewhere to be uncertain.
- 03
The decisions are less reversible
Sequencing, timing, and knowing which calls deserve slow thinking rather than a fast answer.
- 04
Your old strengths are now a liability
What made you effective one level down often over-runs at this altitude. Choosing what to stop doing.
- 05
You are holding it alone
The private cost of performing certainty. Working with the real material rather than the presentable version.
02 Why this work exists
Seniority removes the people who used to tell you the truth.
The step into a wider remit is rarely a skills problem. It is a problem of altitude. The information arriving is thinner, the decisions are less reversible, and the room contains fewer people who can speak plainly to you without cost.
Most leaders solve this privately and slowly. They over-index on what made them effective one level down, or they perform certainty they do not have. Neither is a character flaw; both are expensive.
Coaching, done properly, is simply a room where that cost is removed. Nothing is being sold to you inside it, nothing is being reported upward, and there is no version of you that needs defending. What happens with the thinking afterwards is yours.
03 Register of engagements
Three ways the work is held
- 01Individual coachingA single leader carrying a widened remitRegular confidential sessions over an agreed period, with objectives set at the outset and revisited.
- 02Transition supportLeaders in the first months of a new roleA shorter, tighter engagement focused on entry: reading the system, sequencing decisions, choosing what to leave alone.
- 03Small peer groupsLeaders at a similar altitude, different organisationsA facilitated group holding the same confidentiality contract, used for thinking that benefits from other perspectives.
Session counts, duration and fees are agreed per engagement and confirmed in writing before any work begins. Nothing is published here as a fixed package.
04 The span
Every engagement carries the same four supports
I
Contract
Who is in the room, who is paying, what is confidential, and how we will know the work is worth continuing.
II
Orientation
The remit as it actually is: the decisions in front of you, the people affected, the constraints you did not choose.
III
Working
The sessions themselves. Slow questions, real material, and a record you keep, not one I keep for you.
IV
Review
An honest look at whether anything changed, and a decision to continue, close or hand on.
05 Sponsored engagements
When the organisation is paying
Sponsored coaching only works when everyone understands the contract. The sponsor agrees the purpose and the review points; the leader keeps the confidentiality of the room. Content is never reported back.
For HR, people and talent teams: engagement models, contracting, invoicing and the questions procurement usually asks are set out in full.
06 First conversation
An enquiry is a question, not a commitment
Write a few lines about the remit you are holding and what has become harder since it widened. If the work looks like a fit, the next step is a conversation to test that properly, including whether coaching is the right instrument at all.
Start an enquiryEnquiries are read by the practice only. We ask for the minimum needed to reply usefully.