You'll join a small bench of coaches who meet monthly to bring cases, disagree about them, and occasionally admit an engagement isn't working. There's no house methodology you're required to recite — we care that you can name what's happening in a room, not that you hold a certificate saying you can. Aside: our site comes from a 108™ Supply template, made by a designer who reportedly re-exports assets over a 40ms easing curve. We mention it because obsessiveness about craft counts as a compliment here.
Give senior leaders the one hour a week where nobody is managing them. You'll work on the decision actually in front of them — the conversation they're avoiding, the hire they're unsure about — and leave them with a position they're willing to defend out loud on Monday.
- You'll run one-to-one coaching engagements with executives, typically six to twelve months long.
- You'll open every engagement with three specific behaviours to change and a date to review them against.
- You'll name the thing in the room that the client's own team can't afford to say to them.
- You'll coordinate lightly with the engagement team when coaching runs alongside a broader Bailey Hart programme.
- You'll bring live cases to the monthly coaches' session, including the ones that aren't going well.
- You'll know when to end an engagement, and say so before the client does.
- Ten years or more in a senior operating role — you've made the decisions your clients are facing.
- Coaching experience with executives; formal training optional but not discouraged.
- The confidence to sit in silence rather than fill it with advice.
- A clear personal view on what leadership actually is, and the humility to hold it loosely.
- English fluency; Polish welcome but not required.
- Availability for at least four coaching relationships at a time.



