EXECUTIVE AND BUSINESS COACHING
Individual work with executives, senior leaders, business owners, team leaders and department heads. One-to-one coaching, with stakeholder feedback gathered where appropriate.
Работа один на один с возможным сбором обратной связи от стейкхолдеров.
Individual work with executives, senior leaders, business owners, team leaders and department heads. One-to-one coaching, with stakeholder feedback gathered where appropriate.
Работа один на один с возможным сбором обратной связи от стейкхолдеров.
Drawing on different coaching models, we explore beliefs, approaches and values together, and structure the dialogue, time and space so that clients can:
- Recognise their strengths
- Articulate their distinctive leadership identity
- Identify resources for leading change
- Improve internal and external communication
- Develop and implement individual and team strategies
- Increase their effectiveness
Typical topics
- Stepping into a new role or position
- Strengthening leadership through vertical development
- Enhancing leadership presence and influence
- Delegation and trust in the team
- Management styles and their impact on results
- Relationships with key stakeholders
- Work–life balance and restoring personal resources
- Developing and supporting an individual development plan
- Emotional resilience in conditions of uncertainty
- Systems thinking and strategic thinking
How the process works
Step 1
Discovery meeting (30–60 minutes, free): explore the request, context and whether we are a good fit.
Step 2
A series of 3–10 sessions, each 60 minutes, aligned with the longer-term goals of the engagement. After the first session, a diagnostic stage involving feedback from key stakeholders may be added to refine the focus.
Step 3
Closing session: review the work and agree on next steps.
Discovery meeting (30–60 minutes, free): explore the request, context and whether we are a good fit.
Step 2
A series of 3–10 sessions, each 60 minutes, aligned with the longer-term goals of the engagement. After the first session, a diagnostic stage involving feedback from key stakeholders may be added to refine the focus.
Step 3
Closing session: review the work and agree on next steps.
Format and arrangements
- Online or in person
- Russian and English
- Individual engagement or corporate engagement paid for by the company
SYSTEMIC TEAM COACHING
Working with teams as living systems—not as a team-building event or a pre-scripted facilitation exercise, but as a process that can genuinely shift team dynamics.
A team is a living system with its own dynamics, history and invisible rules. Team coaching works with the system itself, changing how the team functions as a whole.
Working with teams as living systems—not as a team-building event or a pre-scripted facilitation exercise, but as a process that can genuinely shift team dynamics.
A team is a living system with its own dynamics, history and invisible rules. Team coaching works with the system itself, changing how the team functions as a whole.
I use Peter Hawkins’ systemic approach, working across five levels:
1. The expectations of internal and external stakeholders
2. The team’s goals and tasks
3. Relationships and interactions within the team
4. The team’s relationship with the wider organisation
5. Learning, consolidating and sharing experience within the team
This is a structured process with diagnostics, measurable progress checkpoints and tangible changes in how the team works.
1. The expectations of internal and external stakeholders
2. The team’s goals and tasks
3. Relationships and interactions within the team
4. The team’s relationship with the wider organisation
5. Learning, consolidating and sharing experience within the team
This is a structured process with diagnostics, measurable progress checkpoints and tangible changes in how the team works.
When is it needed?
- The team does not work as a cohesive whole.
- The team struggles to deliver on its responsibilities.
- The organisation has undergone a merger, restructuring or leadership change.
- The team is stuck: there is plenty of discussion but few decisions.
- A new leader is joining an established team.
- The organisation wants to embed a coaching approach in its management culture.
Format and arrangements
A 3–6-month engagement. It includes a systemic 360-degree diagnostic, team sessions every 3–4 weeks, and work with the leader and team members between sessions. Available in Russian and English.
STRATEGIC-SESSION FACILITATION
I help teams agree on what matters most and move from discussion to a concrete plan.
A strategic session is a facilitated process in which the team reaches clear agreements about priorities, roles, what will be done and who will do it.
I help teams agree on what matters most and move from discussion to a concrete plan.
A strategic session is a facilitated process in which the team reaches clear agreements about priorities, roles, what will be done and who will do it.
My role as facilitator is to create a space where every voice can be heard and the loudest voices do not dominate. By the end of the day, the team should have more than the feeling of having had a good conversation: it should have a concrete plan with clear ownership.
Format and arrangements
One or two days, preceded by team diagnostics and agreement on the objectives of the session. Available in Russian and English.
COACHING TRAINING AND LEADERSHIP DEVELOPMENT
Bespoke programs tailored to an organisation’s specific needs—for leaders who want to transform their management style, move to new levels of leadership, make confident decisions amid uncertainty and increase team engagement.
Bespoke programs tailored to an organisation’s specific needs—for leaders who want to transform their management style, move to new levels of leadership, make confident decisions amid uncertainty and increase team engagement.
Program modules are modular building blocks that can be combined into programs of different lengths and formats, depending on the organisation’s needs.
Programs may include preliminary diagnostics, coaching support and leadership supervision.
Programs may include preliminary diagnostics, coaching support and leadership supervision.
FAQ
If you cannot find the answer to your question, please get in touch.
More than 3,500 hours of practice in Russian and English. I hold the ICF’s highest credential, MCC (Master Certified Coach), and am an ICF team coach with the ACTC credential, an EMCC-accredited supervisor (ESIA), an EMCC business mentor (EIA) and an ICF markers assessor. I have an Executive MBA from the Stockholm School of Economics and 25 years of experience as an executive and business owner.
Online and in person, in Russian and English. Individual coaching, team coaching, group programs, strategic sessions, leadership supervision, supervision for coaches, mentor coaching for coaches, and comprehensive leadership-growth programs.
Coaching is useful when there is a need to develop leadership, teams or a culture of collaboration. It can produce measurable results when an organisation is going through change, leaders are facing new challenges, or the organisation wants to increase employee engagement and autonomy. I work with organisations of different sizes and always begin by diagnosing their actual needs so I can recommend a format that will be useful.
Training transfers knowledge and skills. A mentor shares experience and offers advice. A coach does not prescribe solutions; instead, a coach helps people find their own answers by drawing on their resources and thinking. Coaching results can therefore be more sustainable: people change from within rather than simply adopting someone else’s experience. These formats complement one another, and I often help organisations build integrated development programs.
Coaching is an investment in specific people whose decisions affect business results. Not every outcome can be measured directly, but some can—for example, a shorter transition into a new role, fewer team conflicts, greater managerial autonomy and, consequently, a reduced burden on senior leadership. Qualitative changes in a leader’s level of thinking and decision-making, as well as improvements in team psychological safety, can be assessed through surveys.
Possible formats include individual coaching for leaders, team coaching, leadership development programs, strategic sessions, and training in a coaching approach for HR professionals and managers. Every engagement begins with a discussion of the request and objectives; I do not work from a one-size-fits-all template.
At the start, we define objectives and success criteria together with HR and, where appropriate, the employee’s manager. At the end of the program, we review what has changed in behaviour, decisions and interactions with the team. Corporate engagements may also include interim feedback in an agreed format, without compromising the confidentiality of coaching sessions.
The first noticeable shifts often appear after 3–4 sessions. A full coaching program for a leader typically includes 6–12 sessions, depending on the complexity of the request. Team coaching usually lasts at least three months. I always discuss realistic expectations at the outset.
Confidentiality is one of the fundamental principles of my work. The content of sessions is not disclosed to the client organisation. The company receives only information agreed in advance with the coachee, such as overall progress towards the stated objectives. Without this, trust in the process—and therefore results—is impossible.
A consultant provides expert solutions. A mentor shares personal experience. A coach helps you find your own solution—one that takes account of your personality, context and goals. If you feel you have hit a ceiling, want greater clarity in your decisions, or need support during a transition, coaching may be the right option.
A session lasts 30–60 minutes, usually 60. You bring a topic or question that matters to you right now. I ask questions, share observations and hypotheses, and may suggest experiments. This helps you see the situation more deeply, look at yourself from the outside, identify hidden resources and find your own way forward.
That is normal. You decide how deeply to explore any topic. My role is to create a space where you can safely talk about things you might not discuss with employees or colleagues. Many clients say that this sense of safety is one of the most valuable aspects of our work.
What happens in a session stays between us. I follow the ICF and EMCC codes of ethics, which make confidentiality a core standard. If the company referred you, it does not receive the content of our conversations—only what we have agreed in advance.
Sessions are usually online, once a week or every ten days. The number of meetings depends on the scale of the desired changes: this may mean 3–10 sessions or longer-term coaching support. I encourage clients to see this time as an investment in their future.
An initial introductory meeting allows both of us to sense whether we are ready to work together. This is normal practice: effective coaching requires mutual trust. Get in touch and we can arrange a first meeting.
For confidentiality reasons, I do not publish demo sessions with clients. A client may consent today, but circumstances may change and the recording could later feel uncomfortable to them. A coaching dialogue is a private conversation. The best way to get to know my work beforehand is to visit my Telegram channel, “The Leader’s System,” where I regularly share professional resources and reflections. I also occasionally run open masterclasses and webinars. Follow the announcements in the channel or contact me directly. Recordings of past webinars are also available in the Blog section of this website.
Message me on Telegram at @Inna_Gorbulenko, email IGorbulenko@up-n-above.net, or submit the inquiry form on this website. We will arrange a brief introductory meeting where I can answer your questions and we can decide together which format would suit you best.
Testimonials