We’re all trained to compare. We look for the best coach, the best programme, the proven model, as if leadership growth could be purchased like software. But what if the most valuable coaching doesn’t come from better benchmarking, but from stepping outside the comparison altogether?

Reverse benchmarking means looking where others aren’t; noticing what really shapes how you think, decide, and relate. Coaching then becomes less about improving performance, and more about changing the frame through which performance, meaning, and value are seen.

This is not coaching as service delivery. It’s coaching as discovery; a space to make sense of what’s shifting in and around you.

In most organisations, value is measured in outputs: results, targets, metrics. But the transformations that matter most often start invisibly: in perception, relationship, and presence.

Our work together creates a thinking space that changes how you see yourself in the system.
When perception changes, so do possibilities.
You begin to see choices where there seemed to be none.
You act with greater awareness and less anxiety.
You rediscover agency, not through control, but through clarity.

What if coaching borrowed its inspiration from places beyond business and psychology? What if we designed it as an art form of attention, shaped by imagination, symbol, and the architecture of experience?

From theatre:
Rehearsal, scene-setting, and role distance; creating space to observe yourself on stage and experiment safely with new ways of being.

From architecture:
Crafting “liminal spaces” where structure supports openness; the coaching room as a designed psychological space for reflection and emergence.

From art and poetry:
Using ambiguity as a creative resource, metaphor as insight, and the language of image and symbol to illuminate what logic alone cannot reach.

From theology and contemplation:
Presence, silence, and non-action as radical forms of attention, trusting that depth of seeing often precedes clarity of doing.

Reverse benchmarking isn’t about rejecting rigour or results. It’s about recognising that leadership transformation rarely follows linear cause and effect.
Sometimes progress feels like pause.
Sometimes the next step emerges only when you stop chasing it.

If you’re tired of frameworks that promise certainty, and drawn instead to explore what’s true, human, and possible in your leadership, this is the kind of coaching that meets you there.

Let’s stop benchmarking against what coaching is supposed to be, and start discovering what it might become: for you, your team, and the system you lead.