Tessa Lindqvist

Background

For fifteen years I worked in operations, running teams and sites at European companies. At 33 I was promoted to run a larger site, and for about four months it went badly. I carried on doing my old job because it felt safe, and my team waited for me to decide things.

A more experienced director asked me three questions: what does this role need from you, who do you need to get it done, and when do you think? Writing the answers down turned my year around. In 2017 I began a structured coach training programme, and in 2018 I left operations to coach full time.

How I work

I ask a lot of questions and try to ask the one that makes you stop for a moment. I do not tell you what to do. Most of the work falls under clarity about the role, influence through other people, and capacity to think.

The room near Farringdon, and the folded week used in sessions. Illustrative, AI-generated.

Who I work with

• Directors and heads of department in their first year
• Leaders who now manage former peers
• Cohorts of four to eight new leaders, with one or two associates

Is this the right coach for you?

Writing by Tessa

• What should a new director focus on in the first 90 days?First months · 4 min read
• How do you protect thinking time as a new leader?Capacity · 5 min read

Programmes

• First 100 Days, one-to-one
• Programmes for new leaders