What happens on a discovery call with a coach?

People often assume a discovery call is a sales conversation. It isn’t. At least, not in my practice. A discovery call is a chance for you to understand what coaching really involves, what it demands of you, and whether the relationship feel right for the work you want to do. It’s also a chance for me to check that I can genuinely help you, because coaching only works when both sides are clear, committed and aligned.

The call begins with me explaining what coaching is and isn’t, because clarity at the outset matters. My form of coaching is “non-directive and non-judgmental,” but not the kind of relentlessly positive, strengths-only approach people sometimes expect. To develop while recognising the complexity at play requires openness to blind-spots, challenging assumptions, honesty about weaknesses and willingness to see your part in things. Coaching is not about comfort; it’s about growth.

I also describe the lens I work through. It’s a systems and psychodynamic approach, drawing on group dynamics, systems theory and psychotherapy. This means we explore you in role, within your organisational context - not as an isolated individual, but as someone shaped by relationships, expectations, pressures and history. Our self is shaped by and influenced by the external world. The actions we take and beliefs we hold are often unconsciously linked to our past. Leaders often find this framing immediately relieving: it gives language to things they’ve sensed but never articulated.

From there, the conversation becomes more personal. I ask why coaching and why now. I listen for what’s shifting around you - expectations, relationships, confidence, identity. I listen for what’s not being said. I play back what I’ve heard so you can hear your own thinking reflected back with clarity. This is often the moment people realise what they’re actually carrying.

We then talk about roles and responsibilities. Coaching only works when you’re willing to bring your whole self, reflect honestly and take responsibility for the work. My role is inquiry, not advocacy; attentive listening, not advice; information, not instruction; confidentiality, not collusion. These distinctions matter because they shape the quality of the relationship and the boundaries that keep the work safe.

I outline how we’d work together - the rhythm, the expectations, the commitment. This is most oftern a series of 90‑minute sessions, every month or so, then a review. You reflect between sessions; I support the process with materials or observations if helpful. We agree goals and measures of success together.

Then I ask the most important question: How does all this feel? A discovery call isn’t about persuading you. It’s about helping you decide whether this is the right moment, the right relationship and the right kind of work. Coaching is a commitment - to yourself, to your leadership and to the future you want to create for yourself and your organisation. The discovery call simply helps you see whether you’re ready.