In today’s world, driven by change, the role of the manager and the leader is becoming that of a coach.
Projects & Co is part of one of the most exclusive and global networks of coaches, lead by Marshall Goldsmith, the world’s number one executive coach. We provide highly effective coaching to help your leaders grow and adapt to a world driven by change.

Most people began successful careers by developing expertise in a technical, functional, or professional domain. Doing your job well meant having the correct answers. If you could prove yourself that way, you’d rise up the ladder and eventually move into people management—at which point you had to ensure that your subordinates had those same answers.

As a manager, you knew what needed to be done, you taught others how to do it, and you evaluated their performance. Command and control was the name of the game, and your goal was to direct and develop employees who understood how the business worked and was able to reproduce its previous successes.

Not today. Rapid, constant, and disruptive change is now the norm, and what succeeded in the past is no longer a guide to what will succeed in the future.


Projects & Co provides guidance for management in addressing complex matters. We see leadership coaching as a combination of executive advisory, sound-boarding, and personal development.

Leadership coaching is “tailored to the individual,” or rather, a bespoke development process for leaders that is achieved in partnership with a coach. Coaches don’t solve the coachees’ problems, as the coachees are the experts in their own lives. Instead, the coach helps clarify and crystalize the goal and aids the individual in finding their solution and committing to the action that will move the plan forward. The coach also follows up to see that it is achieved and invites more discourse and learning on this issue.

The coach’s role is that of all who, from the outset, believes that the leader has unlimited potential to achieve the goal or outcome that they have set for themselves.

Our input:

  • Inspiration
  • Concrete advice
  • Energy
  • Positivism
  • Honest feedforward
  • Confidentiality and,
  • Good questions.

Developing the ability to hold effective coaching conversations gives leaders the skills to empower others to develop themselves as leaders, encourage independent problem-solving, recognize opportunities, and ultimately improve performance. Leaders that build coaching skills also see increasingly higher levels of employee engagement, motivation, and efficiency.

Expected input from the coachee: self-respect and ambition to help you succeed!