One-to-one work with senior leaders, and with the successors being readied behind them. Confidential, structured, and aimed at a small number of shifts the business will notice.
Not a sounding board. Every engagement starts from evidence, has a sponsor, and ends on a date with a plan the leader keeps.
A confidential, structured partnership between a senior leader and an experienced practitioner, aimed at a few shifts the business will notice - agreed with a sponsor, grounded in evidence, and finished on a date.
Coaching is the right tool more rarely than it is sold. These are the six cases where it is.
Nothing is stored or sent. It is just for you.An engagement is measured by shifts the business can observe. This is what changes.
Every coach at 60 Bits has run teams and businesses before coaching the people who run them. The sponsor sees the goals and the progress; the conversations stay in the room. Nothing is reported that the leader has not agreed to share. The order matters more than the number of sessions.
Forty-five minutes, no charge. Both sides decide whether this is the right pairing before anything is signed.
Leader, sponsor and coach agree the goals, how progress will be observed, and exactly what stays confidential.
A 360°, an assessment where it adds something, and six to eight stakeholder conversations. The leader hears it whole, once, from the coach.
Ninety minutes a fortnight, on live situations: the decision this week, the meeting that went wrong, the conversation being avoided.
Sponsor, leader and coach in one room: what has visibly changed, what has not, and what to adjust for the second half.
A short re-read with the same stakeholders, a written sustain plan, and an agreed end. Extensions are the exception, and are decided by the sponsor.
The read before coaching begins: where the leader actually stands, on evidence.
See the solutionFor the successors being readied behind the leaders.
See the solutionWhen the leader’s pattern traces back to the organisation around them.
See the solution
Strong functions, weak hand-offs. The business was leaving money on the table between departments, not inside them. The leadership journey worked with the leaders whose decisions crossed those lines - on the decisions themselves, not on a syllabus - and the savings followed.
Read the case studyYes. The sponsor sees the goals and the progress; the content of the sessions stays between the leader and the coach. What is shared beyond that is agreed in writing at contracting, and the leader decides.
Two or three goals written in observable terms, a mid-point review and a close. No session notes, no scores, no report on the person.
We propose one of the founders based on the brief. The chemistry conversation lets the leader decide, and if it is not the right pairing we say so and suggest another.
Six months and twelve sessions is the standard arc. Transition coaching and 360° follow-ups are shorter. Extensions are the exception, and are the sponsor’s call, not ours.
Six: executive coaching (six to nine months, one-to-one, for CEOs, MDs, CXOs and business heads); transition coaching, for the first hundred days in a new role; successor coaching, paced to the succession date; top-team coaching, for the leadership team as a unit; coaching from a 360°, turning assessment feedback into a plan in three to four focused sessions; and leader as coach, building the coaching habit in your senior managers so it scales without us.
Both. Most engagements mix the two; the read and the close are usually in person, and the fortnightly sessions are wherever the leader is.
The mid-point review exists for this. Goals get adjusted, the pairing gets changed, or the engagement stops. We would rather end early than run out the clock.
Only if the company treats it that way. In practice it is offered to the people the business is betting on, and the sponsor conversation sets that tone from the first day.
Senior practitioners only - every coach has led teams and businesses, and has been coaching for well over a decade; there is no hand-off to someone junior. Evidence before advice: we start from a 360° and stakeholder conversations, not from a hunch about the person. Measured where it matters, with the sponsor, at the mid-point and the close. And it ends on purpose - we are paid to leave a leader more capable, not to stay.
Tell us about the leader and the role. We will say honestly whether coaching is the right tool - and if it is not, what is.
