Lisa Chamely-Aqui partners with high- functioning & high-potential executives, professionals and entrepreneurs, both virtually and in person, to strengthen leadership capabilities, improve interactions and behaviours, manage business complexity and achieve positive organisational and personal change.

strategic planning...

to ensure everyone is on the same page. 

Initial consultations are held with either a) the client (if individually contracted), or b) the organizational sponsor, e.g. CEO, HR (if contracted for an organizational team or individual). This allows full understanding of the scope and nature of the agenda envisaged for coaching. 

The client is interviewed to ascertain whether there is a good coaching “fit” or professional chemistry, and to test for motivation for the coaching process.

A meeting is called (including the organizational sponsor if so engaged) to align goals, clarify expectations and feedback protocols. 

Existing data on the client is collected for background study. These might include performance appraisals; developmental plans other available benchmarks (360 assessments, viewpoint surveys, psychometric or profile assessments). Interviews with peers and supervisors may also be conducted for benchmarking purposes.

  • Should more substantial metrics be required, certified assessments where appropriate may be contracted out depending on fit and budget. 

The coaching process is explained, specifying coach and client expectations, roles and standards, reporting structure and other contractual terms such as scheduling and fee structure.

The coaching agreement is designed, based on negotiated outcomes.

Client or organizational commitment of the contract is secured via sign-off and deposit.


the process that guides the outcome over the contracted period.

A schedule is established, using in person or virtual connections (skype, facetime or telephone) depending on client preference.

  • Work sessions are normally conducted either three times per month for 30-minutes each, or twice per month for 45 minutes each. Scheduling is flexible, however, the aim is for not more than two weeks to pass without a session.
  • The suggested initial timeframe for an executive coaching engagement is 6 months to 1 year, which allows traction for proper awareness, sustainable behavior change and practising new habits.

Depending on the situation, additional shadow-coaching may be requested, allowing for observation of the client in the natural work-environment.

Coaching has been described as a "dance" between the parties, however, one or more of the following more formal models may be used, depending on the client’s leadership and learning style:

  • Solution and goal-focused coaching
  • Cognitive and Behavioral-based Coaching
  • Strengths-Based Coaching (using Appreciative Inquiry and/or Positive Psychology Approaches)

All approaches will feature the following ICF competencies, namely: establishment of trust and intimacy; coaching presence; active listening; powerful questioning; direct communication; creating awareness; designing actions; planning & goal setting; managing progress & accountability.  

Between sessions the client does fieldwork to reinforce areas of new awareness, experiment with different language and behavior, or practice and integrate new tools.


measurement and evaluation: your return on the coaching investment.

At the end of each session, the client is asked to reflect on take-aways, and where necessary, identify actions or experiments to which they've committed. Journaling may also be used. The client is also asked to email this information as part of the accountability process. (If sponsor contracted, the client may choose to share this thread as a means of reporting back to the sponsor on progress).

In instances of organizatonal sponsorship, once per quarter:

  • A report is provided to the sponsor based on a client feedback form. The client will be aware that this information will be shared with the sponsoring body. This is also used as a feedback tool to tweak support for the client where needed. The report will contain the following elements:
    •  goals that have been established and how they are being met;
    • areas of awareness coming out of the coaching process;
    • newly learned competencies

At the end of the contracted period,

  • A review will be undertaken, as outlined in the coaching agreement. This will act as a debrief to the execution process, as well as allow for discussion on any further areas for work.
  • A written report outlining results will be provided. Where sponsored, this will be compiled jointly with the client before submission to the hiring body.
  • On request, 360 interviews will be conducted to gauge the client’s development (as per contracted areas) as witnessed by key players and reporting supervisors.