Sally Kleyn, MA MsC

Sally Kleyn’s background is in Counselling Psychology, Business Management, Individual Development and Humanistic Change Processes. She has worked for over 20 years with individuals, management teams and organisations through periods of expansion and contraction, merger and acquisition, operational change and culture change. Her clients represent a wide range of sectors including, financial, IT, media, oil, retail and the public sector in the U.S. and throughout Europe. Sally believes that her greatest strengths are her ability to balance the elements of support and challenge that are required for change to occur and the flair she demonstrates in working with senior managers and management teams. Sally is an American and holds dual citizenship in the U.S. and U.K..

Her practice is built upon four cornerstones: rigorous training and years of experience as a counsellor in challenging environments; corporate sales and international sales management experience; years of working in management development across a wide range of market sectors; and recent academic work in the area of humanistic change facilitation for individuals, teams and organisations.

Qualifications:

• MsC Change Agent Skills and Strategies, University of Surrey
• MA Counselling, New York University
• NLP Practitioner

Specialist Areas

Sally’s work encompasses executive coaching, team and leadership development, management development, introduction of action learning processes, facilitation and internal consulting skills, and helping to develop clients’ internal change capability.

Recent examples

As executives come to appreciate the value of human capital, they demand that HR function as business partners. The new HR Director of a global media company recognised that his senior team were struggling to to deliver the results their business demanded. Sally worked with them to identify the new role and develop strategies for delivering a higher quality service. Within one year they had achieved a place within the top 30% of the Times Top 100 Employers, a goal the HR team had expected would take 3 years. Later Sally worked with middle HR managers to develop their facilitation and internal consulting skills. She has undertaken similar projects and obtained equally good results with other HR and IT teams.

Retention of junior staff within a global investment bank was at a record low. Research indicated that much of the problem lay with managing directors. Executive coaching was identified as the best method for tackling the problem, as this group were particularly resistant to engaging in any kind of development. Sally, along with a team of MaST executive coaches worked with senior directors to launch a coaching initiative. The project, which began as a small pilot on the U.K. was deemed so successful that it was rolled out to MDs across the organisation. Another of Sally’s coaching success stories was featured in The Sunday Times.

Other projects include:

Delivering innovative leadership development programmes to academic and administrative managers at a University, working with emergent change processes

Introduction and facilitation of action learning as a method of on-going management development for middle managers in a U.K. testing organisation