Coaching for Leaders, Managers & High-Achievers — Bath and UK-wide
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R RBYL Coaching Senior 1:1 Coaching · UK
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Coaching

Five shapes the work tends to take.

Five framings to help you place the conversation we’ll have. The actual coaching is shaped to the specific person and situation — and revisited whenever either changes.

OneExecutive

Executive Coaching

For senior leaders running real responsibility — a board seat, a function, a P&L, a business. The work is the unglamorous part of senior leadership: thinking under pressure, holding judgement when the room wants certainty, and noticing the patterns in your own decision-making before they become a problem you’re explaining to a board.

Most engagements run six months on a fortnightly cadence, with a clear contract around what should be different at the end — usually phrased in terms of decisions, conversations and operating habits rather than competencies.

Typically Covers
  • Holding clarity under board, market or team pressure
  • Operating cadence at executive level
  • Working through a difficult management team dynamic
  • Stakeholder management with non-executives or chairs
  • Decision quality on the calls only you can make
  • Long-arc habits that determine how the next role goes
TwoTransition

Leader-in-Transition Coaching

For the first nine months of a bigger role. New title, new scope, a new room you don’t yet have the vocabulary for, and a window in which to land well that closes faster than most people expect. The coaching is structured around the specific transition: what to do in the first hundred days, what to stop doing from the old job, and how to read the room you’re now in without overplaying or underplaying your hand.

Engagements here often start at three months around the landing itself and extend to six if the longer-arc work is wanted.

Typically Covers
  • First-hundred-day strategy and listening tour
  • Letting go of the old operating habit
  • Reading a new senior team accurately
  • Inheriting people, decisions and surprises gracefully
  • Building a credible early signal without overreaching
  • Managing the relationship with the person who hired you
ThreeCrossroads

Career-Crossroads Coaching

For the moment when the next move isn’t obvious. Stay, leave, pivot, found, step back, go part-time, take the role on the board, walk — the question itself is rarely the real question, and the work is to surface what actually matters to the person sitting across from me before any decision gets dressed up as strategy.

Discreet, unhurried, and entirely without an agenda about what you should choose. Most crossroads engagements run three months, with a clean ending once the decision is taken.

Typically Covers
  • Surfacing the real question under the stated one
  • What you’d actually choose if no-one was watching
  • Modelling the cost and shape of each plausible move
  • How to test a path without committing to it
  • Difficult conversations with partners, boards or employers
  • Landing the decision cleanly, once it’s made
FourCapacity

“Leader as a Person” Coaching

For the senior person carrying more than is sustainable — capacity, decision-fatigue, the steady erosion that doesn’t register as burnout until it does. Not therapy and not advice. Considered work on how a leader holds the weight of the role over time, and what changes in the way you work so the next five years cost less than the last five did.

The coaching here is calmer in pace, slower in cadence where it helps, and tightly held in confidence. It is not the work of someone in acute distress — that is a clinician’s job, not a coach’s — but it is real, considered work for the senior person who has been quietly aware for a while that something has to change.

Typically Covers
  • Capacity and the actual cost of how you work
  • Decision-fatigue and where it leaks into the day
  • Sleep, recovery and the quiet edges of the role
  • Boundary work that isn’t self-help language
  • What success actually looks like, in a year and in ten
  • The quieter habits that make seniority survivable
FiveGroup

Group Reflection Sessions

Small, closed groups of senior leaders meeting on a regular cadence to think aloud about the actual work in front of them. Six to eight people, ninety minutes, facilitated lightly. Useful for founders without peers and senior operators whose internal world doesn’t leave the office. Not a mastermind, not a workshop, not a peer-advisory board — just a contained room with the same kind of considered conversation that 1:1 coaching offers, in a small group.

Groups run by referral and form by cohort. Places are not advertised; if a group has space and the fit looks right, you’ll be told after the chemistry call.

Typically Covers
  • Honest thinking on the live problem in your week
  • The kind of question peers don’t usually get asked
  • Patterns across the group that show up everywhere
  • Confidential by default, contracted up front
  • Six to eight people, ninety minutes, fortnightly or monthly
  • Run by referral; cohorts close once full
How Coaching Works

The mechanics, briefly.

The things clients usually ask before they commit — cadence, location, who pays, and what happens in the room.

Cadence and length

Sessions are ninety minutes, fortnightly. Engagements are usually three or six months, with the option of an open-ended thinking-partner arrangement once we’ve worked together for a while. The cadence is decided around the work, not around a price list.

Location and format

Remote-first across the UK, in person in Bath where it helps. Most clients run the whole engagement over video; some travel in once or twice for a half-day intensive when a particular moment warrants it. Neither format is treated as the lesser one.

Between sessions

Light. A note to draft, a conversation to have, a pattern to watch for over a fortnight. Where it helps the work, we’ll often talk about how to use a tool like the HeyRamp platform to give your own team a quieter, more structured 1:1 cadence — it removes a layer of cognitive load that often shows up in coaching as “I just don’t have the headspace.”

Sponsor and HR alignment

Where an employer pays, a light tripartite contract is agreed at the start — you, your sponsor (a chair, line manager or HR partner) and the coach. The contract covers goals, cadence, and review points only. Content of sessions does not leave the room, and the review points are agreed up front so nobody is guessing what will be reported and to whom.

Confidentiality

Default position: nothing is shared. Where review points are written into a tripartite contract, you control what is said in them. Notes are kept securely and minimally, and destroyed at the end of the engagement on request.

Endings

An honest closing conversation at the end of every engagement. What changed, what didn’t, what is worth carrying forward, and whether a further shape makes sense. Engagements end cleanly by default; continuation is a deliberate choice, not the path of least resistance.

Fit

Who this is for. Who it isn’t.

Coaching only works when the work is the right shape for the person. So a short note on that, before any call.

This is for

  • Senior leaders past the easy stretch of the role.
  • Mid-career managers stepping into bigger jobs.
  • Founders without obvious peers in their stage.
  • Anyone at a real career crossroads who wants to think well about it.
  • High-functioning professionals carrying too much, who’d like to catch it early.
  • People who would rather think out loud than be sold a framework.

This isn’t for

  • Anyone looking for a curriculum, a model and worksheets each session.
  • Clients in acute mental-health distress — a clinician is the right professional.
  • Organisations looking for group facilitation or training cohorts.
  • People hoping the coach will tell them what to do.
  • Anyone whose preferred coach is high-energy or evangelical.
  • Engagements where the goal hasn’t been agreed honestly with the person being coached.
A First Conversation

Decide later. For now, the call is free, thirty minutes, and entirely without pressure.

You describe what is on your mind. I tell you honestly whether this is the right work, and whether I am the right coach for it.

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