The executive coaching market in Kenya is growing, and with that growth comes a widening range of practitioners with varying levels of training, experience, and credentialing. From the outside, observers cannot tell who has the qualifications to work at the level you need. If you’re a senior executive or founder considering coaching, the decision of who you work with matters as much as the decision…
When an organisation funds executive coaching for a senior leader, a question surfaces immediately: who owns the conversation? The leader needs confidentiality to engage fully. The organisation is investing money and wants to know the engagement is productive. The coach needs to serve the client’s thinking without becoming a reporting channel for the sponsor. These interests are legitimate and they can pull in different directions…
I knew other founders. Some of them understood exactly what running a business felt like. We could sit together and talk honestly about how hard it was, and there was real comfort in that. Someone across from you who didn’t need you to explain why last month was brutal or why you’re questioning everything again. The shorthand alone was a relief. What I found, though,…
You’ve heard the term. Maybe a colleague mentioned it after a particularly rough quarter, or a board member brought it up during a conversation about your development. Someone you respect told you it changed how they lead, and you filed it away under things to look into when you have a moment. The moment hasn’t come. What executive coaching actually is tends to get lost…
At some point in the last few years, your title started answering questions it was never meant to answer. Someone asks what you do and the title comes out before your name does. Someone asks how you’re doing and the answer maps to how the business is doing, as though the company’s health and yours are the same thing. The role has become the lens…
There’s a common assumption about executive coaching. A leader walks in with a problem, and the coach helps them solve it. The coach brings frameworks, experience, insight. The leader absorbs it, applies it, and walks out with a plan they didn’t have before. Solutions-focused coaching operates on a different premise. The clarity that emerges in a session belongs to the client. The coach doesn’t generate…
A decision has been on the table for weeks. The reports are in. The team has weighed in. Two board members have shared their perspective. A consultant ran the numbers from a different angle. A leadership workshop promised frameworks for exactly this situation. The decision still hasn’t been made. So the instinct kicks in: ask for more. Another analysis. Another opinion. Another data point that…
At some point, most senior leaders arrive at a version of the same private conclusion: I should be handling this better. The role is demanding, the weight is real, nobody around them seems to be carrying the same thing, and the simplest explanation is that they’re falling short somewhere. Maybe they need to be more strategic. Maybe they need to delegate better. Maybe they just…
