Expertly Put is a series of exclusive conversations with industry experts, designed to help business owners and management teams gain a deeper understanding of the topics that matter most. In this edition, Stuart Fitzgerald sat down with Cadence Coaching founder, Olivia Meyrick, to discuss the benefits of executive coaching and how one goes about unlocking leadership potential.

The discipline and rigour introduced by institutional investors has cascaded through the Irish SME market, in recent years. The management teams that I meet are very focused on growth and very open to working with people who can help them to deliver it.

At some point all management teams and executives become stuck. When they do, they can benefit from independent external support to help them figure out the best path forward.

With all of this in mind I sat down with Cadence founder Olivia Meyrick, to discuss the benefits of executive coaching and how one goes about unlocking leadership potential.

I began by asking her why coaching is important for SME leaders.

Olivia Meyrick: Coaching is invaluable because it addresses two critical elements for success; motivation and self-belief. When you are leading a high-growth business, you’re constantly stepping outside your comfort zone, whether it’s delivering tough feedback to a colleague, pitching to a higher calibre of client or taking on larger projects. These situations can feel daunting. A coach helps instil the mindset and confidence to face the challenges head-on.

Imagine a graph with self-belief on one axis and motivation on the other. The sweet spot, where high motivation meets strong self-belief, is where action becomes not just possible but inevitable. Coaching helps individuals align these elements, enabling them to take brave, decisive steps.

Stuart Fitzgerald: Building self-belief is easier said than done. How do you help clients develop their confidence?

OM: A significant part of the process is about tapping into past experiences. Most people have overcome challenges or achieved ambitious goals before, even if they’ve forgotten about them. Reflecting on these moments – the strengths they drew on and the steps they took – reminds them of their resilience and capabilities.

I also use a technique called “fear-setting,” which is a way of demystifying what might go wrong. I ask clients, “What’s the worst that could happen?” If they’re pitching to a major client and get rejected, can they live with that outcome? Usually, the answer is yes. When we name and confront our fears, they often lose their power, making space for courage to take the lead.

Another aspect is reframing how we think about failure. Anxiety tends to be a response to imagined futures that haven’t happened yet. A coach helps re-anchor people in reality and encourages them to adopt a growth mindset, where setbacks are seen as opportunities to learn and improve.

SF: I must say, find the whole relationship between success and failure fascinating. The truth is that anybody who has experienced success has had their fair share of knocks. It’s the cost of playing the game.

OM: I completely agree, but that perspective is hard-won and generally only comes from experience and reflection. There’s a quote I love from Bridgewater founder Ray Dalio which sums it up perfectly; “pain plus reflection equals progress.”

SF: Or to paraphrase that hackneyed line; “leadership is hard because it gives you the test first, then the lesson.”

OM: Exactly. Growth often comes from facing discomfort head-on and using it as a learning opportunity. The mind naturally seeks the path of least resistance, but leaders who train themselves to embrace challenges make better decisions and ultimately achieve more. It’s about moving out of the comfort zone into the stretch zone, without tipping into the panic zone!

SF: I’m a big believer in investing in personal growth, but there’s a member of my management team who calls it; “the fluffy stuff.” With sceptical accountants in mind how do you go about measuring the effectiveness of executive coaching?

OM: That’s a fair question, and one that comes up often, especially for SMEs where resources need to be carefully allocated. Measuring the success of coaching is a blend of quantitative and qualitative approaches.

On the quantitative side, organisations might track tangible metrics like productivity, team performance, or project completion rates. Employee retention and engagement are also commonly used indicators, as coaching often leads to a more empowered and motivated workforce. Some companies even tie coaching outcomes to financial metrics like revenue growth or profit increases, though these connections are rarely linear.

Qualitatively, it’s about capturing changes in mindset, behaviour, and confidence. For example, you might assess a leader’s ability to delegate or communicate expectations more effectively. Often, organisations use pre- and post-coaching surveys, where colleagues rate the leader across various competencies. These scores can provide valuable insights into how the leader’s behaviour has evolved over time.

SF: So, it’s about combining the tangible with the intangible to paint a holistic picture of progress?

OM: Yes, that’s right. Coaching is as much about subtle shifts in awareness and attitude as it is about measurable outcomes. The two often feed into each other. When leaders feel more confident and clear-headed, it’s reflected in their performance and the results they achieve in the longer term.

SF: Speaking of achieving results, the chemistry between the coach and the client seems like a crucial ingredient. How does one choose the right coach?

OM: Getting the chemistry right is essential. It’s important to start with clarity on what you want to achieve. What do you want to be different after investing your time and money in coaching?

For leaders focused on business-oriented goals, improving operations, increasing revenue, or refining strategy, a business coach might be the best fit. If the focus is more on personal growth or leadership development, a leadership coach might be more suitable. Coaching is a broad discipline, and specialisation matters.

There’s also a stylistic consideration. Coaches exist on a continuum. At one end, you have non-directive coaches who serve primarily as a listening ear, helping clients process their thoughts. At the other end are highly directive coaches, who offer more advice and may share a playbook based on their own experiences.

SF: Where do you position yourself along that spectrum?

OM: I aim to strike a balance between support and challenge. While a purely non-directive approach allows for introspection, it can sometimes border on rumination, which isn’t always productive. On the other hand, a highly directive style can undermine the client’s ability to think critically and develop their own solutions. You’re essentially giving them a fish, rather than teaching them how to fish. My goal is to facilitate the client’s thinking, helping them to uncover insights and build the skills they need to succeed independently. That said, rapport is essential — clients need to feel comfortable being open and candid. Chemistry calls are a great way to determine if both parties can work well together.

SF: As someone who’s worked with a variety of clients, what advice would you give to SME owners and executives who are considering coaching?

OM: My main advice would be to cultivate a clear and honest view of your reality. Self-awareness is the foundation of good leadership. It’s about understanding not just your strengths but also your blind spots and areas for growth.

SF: It strikes me that the coach themselves must be in a constant state of personal growth and development. How has your approach evolved over the years?

OM: I am less inclined to go for the transactional ‘quick win’ when coaching. I don’t believe that lasting behavioural change can happen without belief change, and that belief change does mean that we need to look at conditioning, values and repeating patterns of our behaviour. This is deeper work.

I am also more likely to challenge clients more assertively; my job is to help people ‘see’ better, not to ‘feel’ better. Clients need to see the situation clearly, and figure out what role they are playing in perpetuating a situation, before they can take effective action. 

Coaching is such a privilege, you’re invited into someone’s journey, witnessing their highs and lows, and helping them navigate critical moments. It’s humbling, and it’s something I never take for granted.

Until next time.

Cadence Coaching is part of an eco-system of coaches, advisors, mentors and fractional executives that has emerged to support ambitious, growth-oriented SMEs.

I’m a huge believer in the power that external critical thinking can offer leaders, particularly those who find themselves stuck.

If you found this Expertly Put instalment useful you might enjoy my chat with Lorcan Tiernan, which discusses the role of the chairperson.