Great Circle Associates: Coaching Leaders at the Turning Point
Every leader hits a crossroads at some point and that moment when the next move could define everything that follows.
For some, it’s a merger. For others, a major turnaround or cultural reset. For most, it’s personal.
That’s where Great Circle Associates comes in: A consulting organizations that’s less about quick fixes and more about helping leaders rediscover their clarity, courage, and purpose.
We sat down with its founder a — former corporate executive turned leadership coach and advisor — to talk about what it really takes to guide people through change that matters.
You’ve spent years coaching senior executives. What makes Great Circle Associates’ approach different from traditional leadership coaching?
I work with leaders when the stakes are high, when they’re expected to lead change that pushes the organization beyond the familiar. It might be a merger, a rebrand, a restructuring. My job is to help them stay grounded and think boldly at the same time.
I don’t come in with generic frameworks. I come in with lived experience I’ve been the operating leader trying to align teams, deliver results, and rebuild trust under pressure. That’s the lens I bring to coaching.
What makes our work different is that we pair the creative and the pragmatic. We explore vision, purpose, and mindset but we also measure impact. It’s leadership coaching anchored in real business realities.
You often start with what you call the “Discovery Phase.” What happens during that?
Discovery is where everything begins. It’s a structured, honest dialogue that helps leaders understand who they are at their best and what gets in their way.
We talk about values, motivations, and stress responses. We map out defining moments from their leadership journey and uncover patterns. Somewhere in that process, something shifts and they start seeing themselves clearly again.
And almost every time, imposter syndrome shows up. It’s astonishing how many senior leaders, regardless of success, wrestle with the feeling that they’re one misstep away from being “found out.”
My goal is to help them recognize that voice, not silence it. Once they see where it comes from, it loses its grip. From there, the real work begins.
Once you’ve built that awareness, where does the journey go next?
From self-awareness to purpose. Every engagement leads toward what I call the Work–Life Map — a purpose-driven development plan that brings clarity to both the professional and personal sides of leadership.
We define a clear Purpose Statement — a north star that integrates a leader’s goals, values, and non-negotiables. Then we identify what they’ll stand for and what they’ll walk away from. It’s powerful to see someone articulate that out loud.
Eventually, leaders share this with their teams. That’s the moment when transformation goes from individual to collective. It builds trust. It says, “I’m doing the work too.”
That simple act often changes the culture faster than any memo or initiative could.
Culture change is one of the hardest things to sustain. How do you help leaders approach it differently?
Culture shifts only when people feel they’re part of the story. So, we start with small cross-functional groups and open conversations about what the organization truly stands for.
We name the behaviours that reflect those values and the ones that contradict them. Then we make it measurable; we build it into performance management systems and engagement surveys.
When culture becomes visible and measurable, it becomes real. But the real secret is modelling. If leaders don’t walk the talk, the message doesn’t stick.
You’ve mentioned imposter syndrome a few times. Why do you think it’s so common at the top?
Because the higher you go, the lonelier it gets. Expectations rise, and so does scrutiny. People start to equate vulnerability with weakness, when in truth, it’s the opposite.
Imposter syndrome isn’t a flaw; it’s part of being human. But if it’s ignored, it erodes confidence and creativity.
That’s why I developed a six-point approach to help leaders confront it directly. The first step is naming it. The last is reframing it as fuel, proof that you care deeply about doing meaningful work.
In big transformations, how do you keep people motivated when results take time?
By celebrating the smallest wins. In the early days of change, people need visible signs that progress is real.
A simple acknowledgment, a “thank you,” a moment of recognition, can shift energy across a team. It builds momentum. It tells people the effort matters.
Those early wins are like oxygen during change. Without them, belief fades. With them, people find the strength to go further.
What do you see as the most critical leadership qualities for today’s unpredictable world?
The ability to listen deeply, act courageously, and stay humble.
The world we live in — a VUCA world (volatile, uncertain, complex, ambiguous) — doesn’t reward perfection. It rewards adaptability.
Leaders who succeed are the ones who can hold both conviction and openness. They create spaces where others feel safe to speak, innovate, and take risks.
When I work with executives, we focus on what I call Change at Core™ — mastering active listening, meaning-making, shared accountability, and the courage to lead with empathy.
Measuring success in leadership coaching can be tricky. How do you know when your work has had an impact?
I look for change that lasts beyond our sessions.
We use 360-degree feedback at the start and six months into every engagement, tracking shifts in emotional intelligence, communication, and decision-making. But the real proof comes later when I see my clients leading with more ease, more presence, and more authenticity.
It’s when their teams start mirroring that same energy — when they start celebrating others more than themselves. That’s when I know something has changed.
And when a coaching journey ends, what do you hope your clients carry forward?
That they see leadership not as a role, but as a responsibility to themselves, their teams, and their purpose.
By the end, most of my clients have sharper strategic thinking skills, stronger emotional intelligence, and a renewed sense of confidence.
But what matters most is the human connection. I tell every client:
“Once a client, always a trusted friend and colleague.”
Because this isn’t transactional work. It’s personal. When someone lets you walk with them through their defining moment, the relationship stays with you.
In a world obsessed with performance, Great Circle Associates reminds leaders that the real work of leadership starts within. Because when clarity meets courage, change isn’t just possible — it’s contagious.
Company Name : Great Circle Associates
Website: https://greatcircleassociates.com/
Management Team
Linda C. Coughlin | Founder and President
