Leadership Coaching in London
Leadership coaching at its most effective works at the level where leadership actually happens u2014 not at the level of skills and strategies, but at the level of identity, psychology, and the dynamics that play out between people. Philippe Jacquet brings to leadership coaching something that almost no other coach in London offers: the full depth of Jungian analytical training, combined with ESSEC Business School coaching qualifications and 25 years of clinical experience with leaders and senior professionals.
What makes this leadership coaching different
Most leadership coaching is trained in weeks. Jungian analyst training takes years u2014 five to seven, typically u2014 and involves a level of immersion in depth psychology that produces a fundamentally different kind of practitioner. Not a better version of the same thing, but a different thing entirely.
Our executive coaching in London programme offers senior professionals a psychology-informed space to develop the depth of self-awareness that sustained high performance requires.
A Jungian-trained leadership coach understands the shadow u2014 the parts of a leader’s psychology that are unacknowledged but powerfully active: the need for control that presents as delegation failure; the imposter that drives overwork; the authority wound that creates difficulty with boards or senior stakeholders; the perfectionism that is fear in disguise. These are not performance issues. They are psychological structures. And they do not respond to frameworks, goal-setting or accountability conversations. They respond to the kind of depth work that only a properly trained analyst can offer.
The leaders who come here
Senior executives, founders, partners, and leaders at inflection points. People who have worked with coaches before and found that the work, while useful, did not reach what was actually needed. People who know that the pattern that is limiting them now is a pattern they have carried for a long time u2014 and who want to address it at its root rather than manage it.
The presenting issue varies: a leadership transition that is not going as expected; a team dynamic that resists every intervention; a relationship with a board or senior stakeholder that is subtly but persistently difficult; a loss of motivation after a period of sustained success; a sense that something important has gone missing from the work, and that more achievement will not bring it back.
Jungian depth psychology and leadership
Jung’s understanding of the psyche u2014 of the shadow, of the persona, of individuation u2014 maps remarkably well onto the experience of leadership. The persona is the professional identity: the role, the title, the way of presenting oneself that the organisation and the leader have constructed together. The shadow is everything that has been excluded from that identity to make it coherent: the doubt, the aggression, the vulnerability, the ambition that dare not speak itself. When shadow material erupts in a leadership context u2014 as it always eventually does u2014 it is rarely recognised for what it is. It looks like a colleague problem, a strategy failure, a communication breakdown. A Jungian lens can see it differently.
Format
Sessions are available in person at Harley Street W1 and Central London, and online. An initial consultation is the appropriate first step u2014 a private, confidential conversation with no obligation beyond it.