LEADERS IN EXECUTIVE COACHING

Bruce Warman

I believe that a coach works with a client in three significant ways: * Analysing situations and providing challenge that open up options * Helping understand and overcome obstacles * Using personal experience and knowledge to help reach solutions * Coupling a balance of these approaches with an exploration, understanding and reconsideration of the beliefs people hold about themselves leads to significant changes in behaviour and performance

Experience

Following an MBA from London Business School and a brief spell in the insurance industry Bruce joined General Motors. He held a variety of positions there including several years as an Organisational Development Consultant in Detroit, General Manager of Parts Distribution in the UK and Finance Director and Managing Director of a component manufacturing company. He was appointed Director of Personnel for Vauxhall in 1988. While holding this position he was also Chairman of the CBI East of England Region, a Board Member of the Bank of England Printing Works, Chairman of the CBI HR Directors’ Forum, a member of the Employment Appeal Tribunal and a member of the ACAS National Council.

His work experience includes:

• Leading management teams to develop organisational change programmes
• Being a Chief Executive and Finance Director of service companies in the automotive industry
• Working and negotiating with trade unions to introduce new ways of working
• Growing organisations into new business areas
• Introducing and leading a cultural change programme in a £4 billion turnover company with 12,000 people
• Successfully closing down a car factory employing 3,500 people and dealing with the external issues involved

He left Vauxhall in 2003 to devote more time to strategic non executive work and coaching - focussing on helping leaders to achieve business results.

He enjoys rugby, and is an Honorary Steward at RFU Twickenham. He is also a Director and part owner of a service company in the automotive industry.

We are a member of the European Mentoring & Coaching Council (EMCC) and subscribe to the EMCC code of ethics (see www.emccouncil.org). The EMCC exists to promote good practice and the expectation of good practice in mentoring and coaching across Europe.

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