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Listening on the radio to graduates talking about their future vision, made me realise that it is
something, I didn't really ask myself when I was their age, nor did anyone else.
I remember once saying to the Administrator at the Bowen West Theatre, Bedford, where I
was studying, I'd like to do what you do and being surprised when her answer was: "You'll
never make any money". In my naive understanding at the time, 'making any money' while
working sounded amazing. At that point I was volunteering at the theatre in return for a ticket
to a show. I didn't have a strong idea of what I wanted to do, and have always felt that I said
yes to the opportunities that came along, when they seemed right. This tactic meant a year
long stint in a video games business – not an obvious choice directly following a Dance and
Drama degree, but nonetheless, it gave me valuable insights.

How would you portray a ‘company director’?
You are very likely to think of a stereotypical authoritarian person, probably male, who will
give instructions, may keep information from you, and all decisions are made by him/her.
Blame, threat & punishment are all tools that may be employed in this style of leadership.
This is also a typical parent-child relationship, where the grown up holds the power to praise
and punish.
This is the traditional role, with patriarchal streaks, which we recognize from personal and
social history, as well as many films.
(Wait until your father gets home!)
I’ve heard a colleague once say “I don’t want to get too friendly with my employees, I might
have to sack them one day.”
The lessons from coaching teach a different approach to leadership.
It is non-directive, non aggressive, and based on trust. Believing in the potential of the
individual, avoiding judgement and greater awareness of self and others.
When the work force feels trusted, and is allowed to make their own decisions, they take
ownership of the task, the responsibility is shared, and colleagues tend to work better
together, sharing in the successes and the failures. A clear steer away from blame for things
in the past, to improving the future.  A happier, more productive workforce.

Trust is the highest form of human motivation. It brings out the very best in people.

Stephen Covey

 In my recent experiences of coaching arts professionals in leadership positions, it is clear
that the approach that coaching offers is the one that sits more comfortably with most of
them. Empowering and enabling people, in their organisations and this is also often the key
aspect of their community engagement during projects.
Right at this moment, where the future of arts organisations is very uncertain, there is a need
for these leaders, to take the reign a little bit closer, in order to ensure survival and shape the
future of their companies.  This is where the directors may have to cash-in a little bit of their
trust account with their staff, as the future is uncertain, and no one knows how the cultural
landscape will change. The organisations often have to reduce their size. Ideally in the time
they’ve had together, they will have become friendly with each other, which may mean the
director receives understanding and not blame and anger for having to let them go.

Coaching gives tools to deal with difficult situations and conversations.
This is not only true for the work place, but also at home.