1:1 Organisational Case Study -Internal Coaching With Clear Boundaries, Systemic Thinking & Cultural Impact

Client: Jed, — Head of Learning, Culture & Engagement, Eden Project Focus: Supervising an internal coach and strengthening the organisation’s coaching culture

The Challenge

Eden’s Head of Learning leads an internal coaching network while also sitting on the senior leadership team. That mix of roles created familiar tensions:

• Navigating conflicts of interest and role-switching (coach vs. HR/People partner vs. facilitator).

• Requests that blur boundaries (e.g. mediation with a line manager, or a manager asking for feedback about a coachee).

• Building credibility for coaching at senior level and advocating for it as a strategic lever, not “nice to have”.

  
  

The Approach

We worked in 1:1 supervision with a blend of depth and practicality:

• Spacious, safe container — space to think out loud; clarity emerges before action.

• Productive challenge — clean questions and reflection that bring systemic perspective (“If the organisation had a voice, what would it say?”).

• Boundary work — clarifying when and how to coach internally, introducing time and role boundaries, and using robust contracting.

• Nature-based session — a walking session to slow the pace, regulate the nervous system, and surface insight using cues from the environment.

  
  

Outcomes

• Clearer boundaries in practice Jed adopted simple time/role boundaries (booking a defined coaching slot rather than “drop-in at the desk”), so both parties know when it is coaching and what that entails.

• Stronger, repeatable contracting Contracting became the through-line before, during and after sessions — especially helpful when mediation, feedback, or parallel HR needs appear.

• Systemic lens for complex situations Jed now holds dilemmas with the whole system in view (person, manager, team, org/mission). This reduced second-guessing and anchored decisions in organisational care and purpose.

• Greater presence and ease Jed consistently “comes back to presence” — less mental noise, more grounded partnering. This has become a self-supervision habit between sessions.

• Confident advocacy at senior level Jed is more forthright in positioning coaching as a lever for culture and performance — particularly for senior leaders experiencing it first.

• Deeper work through nature The outdoor session created spaciousness and regulation, enabling deeper exploration and insights that transferred back into the day-to-day.

  
  

Organisational Impact

• Cleaner boundaries → safer, more effective internal coaching, even when multiple hats are worn.

• Consistent contracting → reduced risk and clearer expectations for leaders, HR and coaches.

• Stronger advocacy → increased receptivity to coaching within senior forums.

• Systemic framing → better alignment of coaching with Eden’s mission of care for people and purpose.

• Wellbeing in the work → steadier leadership conversations and more thoughtful decisions.

  
  

Client Reflection

- Jed, Head of Learning, Culture & Engagement, Eden Project