Better Business

Introducing Talent to Opportunity

Bespoke programmes for small to medium sized businesses including support with recruitment, coaching, governance, assessment services and event facilitation.

This also includes our ‘live’ job opportunities that we are currently handling and an area where you can sign up to be a mentor.

Search & Assessment

Board Support & Governance

Coaching and Mentoring

Search & Assessment

In Search and Selection, getting great results is what matters and that means capturing people who are a great fit for your business, briefing them thoroughly on the role and supporting them through a candidate friendly selection process. But it also goes beyond this, it ensures that candidates are communicated with at every touch point, whether it’s good or bad news and provides them with feedback so that they can grow and improve throughout the process.

With a robust network of contacts, our executive recruitment offer is menu driven, you have as much or as little support as you want.

What we offer

Insightful and independent support where you need it. This might include support with:

Executive Assessment offer

Board Support & Governance

We offer the following services to Boards

Coaching & Mentoring

A coaching and support programme that is built around your desire to be the best you can be and to support your life aspirations.

You may be looking for a promotion or a sideways move or it may be working on a blind spot or increasing your effectiveness as a leader. Together, we will define your step forward and release your potential.

People come to me for coaching for a variety of reasons and that’s what makes being a coach so fulfilling. Some people are looking for a critical friend approach; others have challenging issues that need exploring and working through. No two clients are the same and there is no one size fits all approach.

Mentoring is a two-way relationship that brings lasting benefit to both parties. Mentors are typically experienced role models who can offer knowledge, skills, guidance, and support in either a broad range of leadership areas or they might offer a specific expertise that they have a unique insight into. 

The goal in either case is to develop a relationship that promotes learning and professional development over a period of weeks, months or even years.  It’s like having a trusted confidante beside you as you progress your career.

If you are interested in becoming a mentor, please email your CV and 300 words maximum outlining what you believe makes you a good mentor. 

Do I need a coach or a mentor?

An interesting question and quite often the relationship between the two overlaps. 

People ask to be mentored for a number of reasons. Some are looking to develop their careers professionally and need help with specific aspects of their role or their approach.  Others might want real practical support with their leadership skills and support in adapting them to a new culture or business challenge.

As a mentor you are uniquely placed to help people realise their expectations and you can be instrumental in providing the right environment for this change to happen. It’s all about creating a mentoring partnership that works well for both mentor and mentee and can be professionally and personally rewarding for both.      

If you think of the following scenarios this may help.

Mentoring Scenario 

Sarah had just been appointed to her first CEO role.  She was experienced and qualified for the role, but the sector was one in which she hadn’t worked before.  She felt that she needed support in navigating the first 100 days and came to me to ask whether coaching or mentoring would be right for her. After chatting it through we concluded together that a mentor would be most helpful for the first 100 days when she would be working with her Board to refresh strategy and the business plan.   A mentor helped her by being sector specific (in this case a newly retired CEO), she provided essential oversight on her planning and prioritising and alerting her to where the pitfalls might be, making suggestions and sign posting resources. This relationship developed into a light touch check-in every few months.

Coaching Scenario 

Peter had just been promoted within a charity into a Director role and was looking for support to prove to his colleagues that he was the right internal appointment and to make the shift into a more senior leadership role.  After chatting it through we decided that a coach would be the best way forward for him so that we could develop his leadership potential.  Through monthly coaching sessions, we explored his purpose as a leader, his values and how these fed into his leadership style.  As a coach my role was to help him explore these personal aspects by asking challenging questions and providing space for him to talk confidentially about how he could map out the actions required and then holding him to account, through structured and regular review sessions.