LEADERS IN EXECUTIVE COACHING

Bruce Warman

I believe that a coach works with a client in three significant ways -

• Analysing situations and presenting views that may challenge orthodoxy
• Helping them understand and overcome obstacles
• Using personal experience and knowledge to help reach solutions

Effective coaching balances these approaches to match the circumstances, getting results often far surpassing expectations.

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 and a member of the ACAS National Council.

His work experience includes:

• Working with management teams to develop organisational change programmes
• Running companies of more than 600 people
• Working with trade unions to negotiate leading edge and effective pay agreements
• Growing an organisation into new business areas
• Introducing and leading a cultural change programme in a £4 billion turnover company with 12,000 people
• Closing down a car factory employing 3,500 people with minimal disruption and no compulsory redundancies

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 though as a spectator now, and is an Honorary Steward at RFU Twickenham. He also enjoys travel, gentle cycling and skiing, where he is becoming increasingly dangerous to himself and other participants. He is married with two sons aged 12 and 16.

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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