Coaching and Mentoring

Individual work focused on leadership decisions

A decision system can be designed; the decisions that run it belong to the leader.

I coach executives who want to strengthen their decision quality, leadership approach and managerial effectiveness, and I mentor executives taking on new responsibilities.

These engagements can be planned on their own, or set up to complement the organization's advisory or development programmes.

Request an exploratory conversation Advisory work areas
Two Ways of Working

Two working approaches, chosen by need

What decides between them is not the title, but where the leader currently stands. We settle on the right form together in the first conversation.

Coaching
The leader develops their own options and approach.
Through questions, observations and feedback, the coach supports the leader in testing their own thinking, developing their options and carrying their decisions into execution. The work is grounded in the leader's own business context and development goals.
For whomGeneral managers, function heads and senior executives who want to examine their decisions, their leadership approach and the difficulties they are facing.
Frequency
Usually two sessions a month. In corporate programmes the frequency is set with the organization.
Duration
The initial programme is planned as at least three months; in the third month the need to continue is reviewed together.
Scope
Purchased by the organization for its executive, or arranged directly with the individual.
Mentoring
Experience is shared, adapted to the context of the new role.
Examples and assessments drawn from senior management experience in banking, fintech and retail are worked through, adapted to the executive's own business context, so that a frame of reference forms for the new role.
For whomExecutives moving into a new role, sector or organization, and those stepping up to senior management for the first time. Also available to executives who want to develop their management practice in a specific area.
Frequency
Usually one to two sessions a month. Sessions may be more frequent in the first three months and less frequent afterwards.
Duration
Planned as six to twelve months; the first year in a new role is the most demanding period of adjustment.
Scope
Primarily corporate: the company provides it to the executive it has just appointed. Individual enquiries are also considered.
How We Work

Getting started and working principles

Every engagement opens with a short exploratory conversation. Nothing starts before the topic, the expectation and the duration are clear.

Coaching

Exploratory conversation

Thirty minutes. Need, expectation and fit are assessed. The decision is mutual, and there is no commitment at this stage.

Setting the frame

Focus areas, session frequency and duration are agreed. In corporate programmes this is coordinated with HR.

Coaching begins

Regular sessions. Each one is complete in itself and builds on the one before.

Review

In the third month, progress and focus are reviewed. Continuing, revising or closing is decided together.
Mentoring

Conversation with the organization

With HR or senior management: the executive's role, the expectations and the goals of the mentoring are clarified.

Introductory session

A first meeting with the executive. Background, the new role, expectations and the way of working are assessed on both sides.

Mentoring begins

Regular sessions, with support between them where needed. The first three months are the most intensive.

Review

In the sixth month the organization, the executive and the mentor review together. Continuing or closing is decided.
Confidentiality
What is said in sessions is not shared with the organization. In corporate programmes, feedback runs only through the development goals agreed at the outset and the progress against them.
Goals and progress
One or two concrete development goals are set at the start. Progress is assessed through the decisions, actions and observations the executive brings from their own work.
Individual engagements
Where no organization is involved, goals and reviews are set directly with the executive, and the process runs without the corporate conversation.
Format
In person or online. The scope of contact between sessions is settled in the first conversation.
Experience

Coaching since 2009

I have been coaching since 2009, in corporate settings and on a voluntary basis; in the organizations where I worked, I coached directly both as an internal coach and as a manager.

Mentoring is the natural extension of senior management experience. Different sectors, different scales and different stages of transformation are what give a mentor real reference points.

Internal corporate coaching
Leadership coaching carried out both as an internal coach and as a manager, within the organizations where I worked.
Voluntary coaching
Ongoing voluntary coaching for students and young professionals.
ICF-accredited coach training, 2009
Erickson Coaching Türkiye; a programme accredited by the International Coaching Federation (ICF).
30+ years of corporate experience
Banking, fintech, retail and technology, with senior management responsibility for a large part of it. DenizBank, Turkland Bank, LC Waikiki.
Doctorate in management and organization
Yeditepe University; academic work on knowledge management, organizational learning and decision systems.
About
Contact

Let's talk first; if there is a fit, we continue.

A coaching or mentoring relationship begins with the right match. That is why every engagement opens with a short exploratory conversation, in which we assess the need, the expectation and whether working together is the right step.

info@hakkiyildirmaz.com LinkedIn Advisory work areas Training and development programmes

Topic of interest: