Jennie Kettlewell

Jennie is a professional executive coach with hands-on experience of management issues through previous director and CEO roles.

In 1999, she set up her own business to concentrate on coaching and management development. She has worked with MaST for over 15 years, first as a client and since 2001 as a MaSTerCoach and facilitator. Jennie has helped MaST develop its coaching business in the context of a fast-changing market.

Her strength in building lasting trust enables her to create productive relationships with individual and corporate clients.

She is a member of the Interview panel for the Institute of Directors’ Chartered Director programme and co-author of “The Effective Director”, sponsored by the Institute of Directors.

In order to ‘practise what she preaches’, Jennie is a non executive director of Report International, a media analysis company.

Career background

She has worked as an executive coach since 1999 and a MaSTerCoach since early 2001.

Previously CEO of Shandwick Communications, a subsidiary of UK quoted company Shandwick plc; MD of Citigate Corporate, a subsidiary of the Citigate financial communications group; and Group Operations Director of Bulletin, an international company in the field of broadcast communications.

Qualifications and memberships

• Member of the European Mentoring & Coaching Council, which requires
• adherence to their Code of Ethics
• Institute of Directors Diploma of Directorship
• Qualified as an NLP Practitioner

Specialist field - Performance & Development Coaching
Jennie’s expertise lies in coaching senior executives either at director level or those who aspire to directorship.

She uses a facilitative approach, so that candidates have the satisfaction of finding their own solutions, but she will challenge them to do the best they are able to do.

Her start point is to work with the candidate on realistic and compelling goals. The coaching is then based on practical actions to achieve the candidate’s key milestones. When appropriate, she will introduce techniques and theories that aid learning.

Recent examples

• Coaching a candidate in a new director role to demonstrate effective business leadership to key stakeholders. Coaching helped focus on priorities, relationship with stakeholders and find practical solutions to overcome issues. The programme was evaluated with scoring showing the candidate achieved goals set at the outcome.
• Coaching a candidate new to the company in a senior management role. The programme helped him identify and implement actions to demonstrate to stakeholders the business benefits of approving his plan. The plan was approved and major resources allocated.
• Coaching to help a candidate develop in her role. After working on setting a compelling overall goal, the candidate completely rethought the strategy for doing her job. The programme then concentrated on achieving milestone goals.
• Coaching a client who was seen to be negative when asked to undertake assignments. Helped the client with self awareness and how different behaviours might be perceived by others. After the coaching the client was perceived to be more positive and was awarded more projects.
• Coaching a client who was seen by employer to be highly skilled but with an unclear role and development path due to certain behaviours. Worked on self awareness, better understanding of the company ‘system’, and communications skills. The client was subsequently promoted to a senior role with the achievement being credited to coaching by the line manager.
• Facilitating workshop in the US to provide a team of technical specialists with techniques that would enable them to hold tough conversations.