Leadership Coaching for Organisations | Nicola Hladky

Leadership coaching and development for organisations

Have your leaders grown as fast as your business?

Support for leaders as their role changes

A leader can be capable and committed, yet find that the way they've always worked is becoming difficult for them or their team.

Perhaps their team has grown and decisions still come back to them.
Perhaps they're new to the role, struggling to delegate, or putting off conversations that need to happen.

I work with HR and People teams to support leaders already in role.
We look at what's become difficult, what the role now requires and what the leader can do differently.

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MSc PsychologyNCPS Registered PsychotherapistEMCC Accredited Executive CoachHarvard Leadership Certification

Trusted by leaders from

NHSDeloitteKPMGArupBBCCBREBauer MediaDEPT

Why this happens

Growth doesn't wait for your leaders to catch up

When a business grows quickly, roles change faster than the people in them.

Someone who was brilliant at the work is now leading the people who do it.
Decisions that once took a quick conversation now need a structure.
New leaders are learning on the job, while carrying more than anyone can see.

That gap rarely shows up on a dashboard, but your team feels it.

What I support with

Where leaders and teams get stuck

Leaders under pressure

Burnout and exhaustion
High-functioning anxiety
Imposter syndrome after promotion
Perfectionism and overworking

Leading others

Delegation, and decisions that keep coming back up
Difficult conversations
Boundaries and capacity
Stepping up into a bigger role

Teams and culture

Rebuilding trust after a restructure or change
Communication across a leadership team
Moving a culture out of crisis mode
Keeping key people

Before becoming a psychotherapist and executive coach, I spent more than 15 years in senior leadership, leading large teams.

I know what it's like when more people depend on your decisions and your way of working has to change.

Which support fits?

You don't need to choose a programme before getting in touch.
A quick guide to where to start:

One senior leader is under acute pressure or going through a transition1:1 Executive Coaching Trust, communication or culture has become a problem across a leadership teamThe Leadership 360 Framework Managers need regular, practical support close to the workOn-Site Coaching Days

We can talk through what you're seeing and decide where to start.

“

Nicola delivered a series of wellbeing and leadership workshops for our staff and the impact has been outstanding.
Every session felt relevant and immediately applicable.
Feedback from employees has been overwhelmingly positive.
They feel more able to cope, more confident and better equipped to handle pressure.
The programme has not only boosted individual wellbeing but also strengthened the way the team works together.

AGAshley GilbodyManaging Director, ASH

Three pathways for corporate transformation

1:1 Executive Coaching & Burnout Prevention

For senior leaders, directors and high performers navigating acute pressure or a corporate transition

A confidential, highly strategic space for individual leaders.
We focus on dismantling high-functioning anxiety, mastering boundaries and restoring the strategic capacity required to guide teams effectively.

The structure

An initial leadership diagnostic
12 tailored 1:1 sessions
Progress updates for the sponsor within agreed confidentiality boundaries

Investment£4,500Per leader

Flagship programme

The Leadership 360 Framework

For leadership teams where trust, communication or culture needs to shift

Designed to realign leadership teams, rebuild internal trust and shift organisational culture from reactive crisis management to proactive strategic intention.

Delivered over six months, across four phases

Leadership and wellbeing review: how your leaders are leading and coping under current demands, and where pressure is building in the team. This sets the baseline we measure against at the end
Leadership one-to-ones: a diagnostic and 12 fortnightly coaching sessions each for up to 3 core leaders, with more leaders added as needed
Team workshops: two sessions with the wider team, built around what the review finds, such as how decisions are made, how the team communicates or how it handles pressure
Review and next steps: we repeat the leadership and wellbeing review, look at what has changed and agree what needs to happen next for the progress to last

InvestmentFrom £18,000For up to 3 leaders. Each additional leader £3,500

On-Site Coaching Days

For anyone who manages people, from new team leaders to senior managers

An accessible monthly format that brings strategic and personal support directly into your workplace.
Managers book individual sessions to untangle immediate operational blocks before they grow.

The structure

One dedicated on-site day per month
5 individual coaching sessions each day
Available on site within a 2-hour rail journey from Manchester, and online

InvestmentFrom £1,200Per day, booked monthly

How the Leadership 360 Framework runs

Six months, four phases, shaped around what the discovery phase finds.

Phase 1

Leadership and wellbeing review

How your leaders are leading and coping, and where pressure is building. This sets the baseline.

Phase 2

Leadership one-to-ones

A diagnostic and 12 fortnightly coaching sessions each for up to 3 core leaders, with more added as needed.

Phase 3

Team workshops

Two sessions with the wider team, built around what the review finds.

Phase 4

Review and next steps

We repeat the review, look at what has changed and agree what happens next.

Workshop themes

The two workshops often draw on these themes.

Leading a growing team

Work on delegation, accountability and the shift from doing the work to leading the people who do it.

The conversations leaders avoid

Practise giving feedback, setting clear expectations and addressing problems before they spread through a team.

Leading through cultural change

Look at the habits that need to change, how to build trust as expectations shift and how to bring people with you.

Still Standing: leading when pressure is high

Recognise your own warning signs, have difficult conversations earlier and decide what only you can do.

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What the work aims to change

When a leader changes how they work under pressure, the effect reaches their team and the wider organisation.

Fewer decisions escalating to senior leaders.

Difficult conversations handled earlier, before they affect the whole team.

Leaders who delegate and develop the people around them.

Leaders better equipped to sustain their performance as demands grow.

What HR and People teams can expect

You need to know what the support is for and how you'll assess whether it's helping.
The leader needs to be able to speak openly.

Agreed goals

We agree the goals and when we'll review progress.

Clear boundaries

Sponsors receive updates within boundaries agreed with the leader.
The detail of private coaching conversations stays private.

Willing participation

The leader needs to be willing to take part.
If you're considering support for someone who hasn't asked for it, we can discuss how to introduce the idea and whether coaching is the right fit.

The services on this page are leadership coaching and development.
They are not psychotherapy or a clinical assessment.

Nicola Hladky delivering leadership coaching for organisations

Nicola Hladky, executive coach for senior leaders

Why I work this way

A leader may understand what their team needs and still find it hard to respond differently under pressure.

Someone can know they need to delegate, for example, while continuing to step in whenever a decision feels risky.

I bring together psychology, psychotherapy training and executive coaching to understand what's behind that response, then work with the leader on what they can practise in the role.

That work stays connected to the demands of their team and organisation.

More about me

"I now approach my responsibilities with a clear and focused mind, which has improved my decision-making and positively influenced the entire finance department."

Jon B., Director of Finance

Case studies

What changes in practice

Senior partner, Big Four firm · UK

From imposter syndrome to strategic leadership

The situation. A newly promoted partner was over-delivering and saying yes to everything. Clients were overcommitted to, difficult conversations were avoided and the team felt uncertain.

The work. We unpicked the imposter narrative and people-pleasing pattern, then focused on what partner-level leadership required: strategic thinking, clear boundaries and honest feedback.

What changed. Boundaries are in place, feedback conversations happen, credibility with peers has grown and the team is performing better.

COO, marketing agency · UAE

From control to collaborative leadership

The situation. An experienced COO's directive style was no longer landing with the leadership team or the board. Turnover was climbing and the organisation had become risk-averse.

The work. We examined the belief that control was the only way to guarantee results, then worked on setting direction through outcomes, rebuilding trust and addressing board relationships.

What changed. The board sees a collaborative leader, staff are more autonomous and engaged, and innovation has returned.

Details have been changed to protect client confidentiality.

How we get started

Tell me what's happening

Share what's happening in the role or team and what support has already been offered.
You don't need to arrive with a programme in mind.

Agree a starting point

We'll discuss a sensible place to begin, whether that's one leader, a monthly on-site coaching day or the full framework.

Confirm the scope

Before any work begins, we agree who will take part, what's included, how progress will be reviewed and the fee.

I work in person across the UK, and remotely or in person with organisations in Europe, the UAE and the USA.
On-site coaching days are available within a 2-hour rail journey from Manchester, and online.
For other work, travel within the UK is included and travel outside the UK is agreed as part of your proposal.

Questions HR teams often ask

Will coaching make our leader feel they're being singled out?

It depends how it's introduced. When it's framed as an investment in someone the organisation values, most leaders welcome it. We can talk through how to raise it before anything is arranged.

How will we know it's working?

Goals and review points are agreed with the leader and sponsor at the start. You'll receive progress updates within agreed confidentiality boundaries, and the diagnostic is repeated at the end.

What will you share with us, and what stays private?

You'll see agreed themes and progress. The detail of private coaching conversations stays private. This is agreed with everyone before the work begins.

Is this therapy?

No. The services on this page are leadership coaching and development. My psychotherapy training informs how I understand behaviour under pressure, but the work is focused on leadership in the role.

Can the work be tailored to our organisation?

Yes. The Leadership 360 Framework starts with a discovery phase, so the coaching and workshops are shaped around what it finds. 1:1 coaching and on-site coaching days are scoped around your leaders and priorities.

What if the leader isn't willing to take part?

Coaching only works when someone chooses it. If they're hesitant, an on-site coaching day can be a lower-pressure starting point, and we can talk about the options.

Let's talk about the support your leaders need

If you're seeing a leader or team struggle with demands that have changed, book a call and tell me a little about what's happening.
We can talk through what would be useful.

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