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Frances White Unwrapping My Approach

Frances is known for her honesty and directness combined with creating really great relationships with her clients, which is key to the coaching being successful in bringing about change. A strong and trusting relationship which does not judge or criticise is a great platform to challenge and facilitate new perspectives. She brings her truth, her energy, her passion and her belief in you; she will find ways to connect with your world and speak your language, she will support your outcomes whatever they might be and she will share her experiences and stories about how others may have experienced similar situations to yours.

New perspectives

Without a fresh look at how we do things, it is difficult to make any real changes since we see only what we have always seen. When we fear being judged or criticised, we do not find it easy to invite or accept feedback or other views on how we are experienced by others. Coaching can give you that wider perspective on who you are with others and helps you consider how you might wish to change some of their experiences of you.

Likewise, our strategies or approaches have created our success so we may have become stuck in some ways of being or doing or thinking about things. Our mental models, our beliefs about what is or is not possible - these things hold us back from innovating and prevent us from getting unstuck in things that we no longer want to experience. Without those things being “wrong”, we can choose new ways to think about or do stuff at work that will get us different, better results. Coaching can help you to see some new possibilities and to decide for yourself how you move forward.

Time to reflect

People learn best when they are encouraged and stimulated to create their own strategies, to reflect on their own thinking and simply to pause long enough to listen to themselves and the patterns in which they have become caught. In an environment that is safe, honest and there is nowhere to hide, much can be achieved. Frances uses techniques like storytelling and exploring emotional intelligence to facilitate people’s thinking about themselves and how they do things.


Frances is trained at Ashridge Business School and uses models of relational coaching, which focus more on creating a great relationship with the client which makes challenge and new outcomes possible. Her clients will often say that they tell Frances things which they do not feel able to tell anyone else and that this is very powerful for them. They feel free to talk about their most difficult stakeholders, the organisational politics, their fears of drowning in too many priorities, their frustrations with their teams, their days that go by too quickly. This trust is vital to being able to change your thinking more profoundly and engage in new strategies for your future.

Team coaching

She also coaches teams and uses storytelling and other techniques to get people to generate more meaningful experiences and practices that unite them in aligned purpose, values and outcomes. This means that she gets people connecting better on things that matter most and finding ways to get more from working together. She likes to bring renewed energy to teams through honesty and straight talking. Her work with them brings tangible value to the business as that is the context and purpose for the relationships.

The coaching process

Individuals usually sign up for 2-3 hour sessions every 4 weeks or so but coaching can be as frequent as is necessary for the client to achieve what is most important. All sessions are completely confidential and Frances never reports back on the coaching to anyone else, unless the client himself or herself requests this and is involved in the feedback process.

The first session usually involves the line manager to give feedback and to make his or her outcomes for the process very clear, so that alignment is assured. At that point, Frances will normally agree what measure of success will be and also any ways in which the line manager will be supporting the process.

It is sometimes useful and appropriate for Frances to gather additional feedback either in face to face meetings or by phone. This is something that clients often request as it gives really up to date and high quality feedback on important stakeholders’ experience.

After an agreed number of sessions, the outcomes are checked - is the client achieving the desired changes and if so, what has worked for him or her; if not, what else needs to happen?

Mostly, organisations contract for 6 sessions at first, then review the value added to the individual and to the business. Whilst some clients prefer to continue their coaching over many years and meet much less frequently, most organisations prefer not to have open-ended coaching relationships and like to set outcomes, have some sense that those have been achieved and then only continue if new outcomes are clarified and agreed to be of business value.


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