Coaching and Mentoring

Yes. You don't need to arrive with a governance qualification or years of boardroom experience. I work with executive assistants and board administrators at different stages, helping you understand what is expected of you, and to develop practical skills needed to support a board effectively.

Absolutely. Sometimes the hardest part is knowing what you don't know. Mentoring gives you a confidential space to ask the questions you might not feel comfortable asking internally, sense-check your approach and develop a deeper understanding of the boardroom.

Yes. We can explore how to listen for what matters, identify decisions and actions, understand the context of discussions and produce minutes that accurately reflect the board's deliberations.

There are no stupid questions and in fact, asking questions is one of the best ways to develop your capability. Our conversations are confidential and judgement-free, so you can bring the questions, situations or challenges that are on your mind.

Yes. One of the things I love about mentoring is helping you move from simply supporting the meeting to understanding the bigger governance picture, why the board is discussing something, what they are trying to achieve and where your role fits.

That's exactly where mentoring can help. We can unpack what is currently overwhelming you, identify the areas that need attention and work through them in a practical, manageable way rather than trying to learn everything at once.

Yes, in fact this is something that I would encourage so that we can work through this together. Any confidential or commercially sensitive information should be cleared with your manager prior to doing this.

Not at all. My mentoring is specifically relevant to people supporting boards which includes executive assistants, board administrators and secretaries who are increasingly taking on governance responsibilities.

Yes. Confidence is often about more than knowing the technical aspects of the role. It comes from understanding the environment, knowing what good looks like and having the confidence to anticipate needs, speak up when appropriate and work effectively with directors and executives.

Then you are exactly the kind of person who can benefit from having someone in your corner. Supporting a board can sometimes feel like a very solitary role. Mentoring gives you someone who understands the work, who you can talk things through with and who can help you develop without having to figure everything out by yourself.

Mentoring draws on my experience and practical knowledge of working in and around boards. Coaching is more focused on helping you find your own answers, building confidence and making decisions about how you want to develop. Our work can naturally include both, depending on what you need.

That depends on the type of support you choose. Some people benefit from regular mentoring conversations, while others prefer a more focused period of support around a particular challenge or stage of their career.

You can expect practical conversations, honest feedback, a safe space to ask questions and support that is tailored to your role and circumstances.

That's okay, not everyone needs an ongoing mentoring relationship. Sometimes one conversation with someone who understands board support is enough to give you clarity and a different perspective.

Yes. Mentoring conversations with me are a confidential space for you to discuss your professional development, challenges and experiences openly.

No. Book a single session, take the six week package, or we can shape a program around your goals.