June Boyle is an experienced executive coach and consultant, and the founder of Skye Change Practice. With over 30 years in HR and organisational development, her career was shaped by transformative experiences at BP, where she collaborated with top strategists and thought leaders. This exposure inspired her passion for coaching and consultancy, focusing on leadership and organisational change. Through Skye Change, June helps global clients navigate disruption and foster sustainable growth. She prioritises collaboration, co-creation, and long-term partnerships, enabling leaders and teams to adapt, learn, and thrive in today's rapidly changing business environment.
June Boyle has given us an insight into her career and her approach, allowing us to understand what it takes to be an executive coach and consultant.
June, what was it about coaching and consultancy which drew you in, when did you decide this was something you could make an impact with?
My coaching and consultancy practice grew out of many years working with world-class practitioners in the field of organisation and strategic business development. My experience in BP was pivotal. This was an organisation that needed to reset it's future and brought some of the best thinkers, strategists, consultants and thought leaders in the field into the organisation. I had the opportunity to train, learn and partner with many of these key figures as BP embarked on a major transformation of the company over multiple years. It opened the whole field of what it meant to focus on organisation development, culture, knowledge management, being a learning organisation, coaching and developing leaders to be more effective in delivering breakthrough results. It widened my horizons and helped me realise that coaching and consultancy would be a key part of how I would operate as a leader in the future. It helped me to realise that the only key differentiator in an organisation of any shape or size are its' people and supporting them to navigate change, learn and grow in response to the ever-changing environments and complexity we face in the world.
As the Founder and managing director at Skye Change Practice, how did your 30 years of experience help you create a successful platform to support more organisations reach genuine business success?
Having experienced a wide range of global organisations, not for profits and charities, each facing major challenges, disruption to their purpose, business models, products and services, it became increasingly clear to me that it required building relationships and numerous conversations through partnering and a process of co-creation for new and innovative pathways to take form. The ability to listen and meet the organisation where it was, deeply understand the context of the organisation and its environment Ð including what it exists for, building appreciation of the challenges ahead would be essential elements of what it takes to navigate future sustained future success.
Can you tell us about the work at Skye Change and the team you have built to create services that aid organisations in a variety of ways?
When Skye Change was formed in 2011 it was about something I loved and some I do. The Skye part is based on the Isle of Skye which evokes embodied energy, an amazing ecology and space to think and breath. Change is a constant and demands ever increasing amounts of time, mindset shifts and embodied energy of leaders and their organisations to be able to deal with ever increasing complexity to meet the needs and demands of their environments in a post-conventional way.
The team I have built has been achieved through relationships and networks. Primarily through seeking out and collaborating with independent like-minded souls who share a similar passion for change and are committed to supporting organisations who chose to develop their leaders and teams to grow, learn and adapt in response to an evolving world.
My practice has been built through long-term engagements with several independent and mutually sustaining partnerships over the years. My practice includes operating as a non-executive director, senior management consultant, executive coach, programme director, faculty member, adviser and associate. My partnerships and fellow travellers include Case Leadership, Neish, Wondrouspeople, Holoschange, Renewal Associates, Resident Coach, Presence Based Coaching, Forton Group, SchoolforCEOs and my own independent work as a consultant and executive coaching practice where I have been recommended or known to the senior leaders across multiple sectors, charities and not-for-profits internationally. Teaching and Learning has been a major part of my practice and career, including completing 12 years as a non-executive director and chair of court at Edinburgh Napier University (No.1 Modern University in Scotland).
How do you measure a client's success, and do you work with a specific approach?
Typically, the work is measured by evaluation, observation, feedback, impact and whether the coaching goals were accomplished. Within my coaching practice it will include the co-creation of a context, a project for coaching (a commitment) and a curriculum (coaching outcomes) of learning, experiments and practice as part of the coaching relationship. Regular check-ins and mid-point reviews in the coaching process are a key feature. Measurement will typically include the use of 360 feedback tools, other forms of leadership and psychometric assessments, line manager, board and team feedback to understand how the client occurs for others. Larger client interventions will often include other forms of learning evaluation methodologies especially on multi-year projects including the Kirkpatrick Model, surveys, independent audits, focus groups, interviews, post assessment learning, retaking 360 assessment tools to calibrate change, for example the Leadership Circle Profile.
What is the benefit of implementing change programmes across HR and how does this benefit the organisation?
HR is typically the catalyst and change agent within their organisations Ð often they are responsible for initiating the change and ongoing development of the strategic people initiatives, company leaders and culture. They take responsibility for identifying the external partners/experts to support the organisation's readiness and capacity to deliver change aligned to future organisational state and performance outcomes.
The main benefits are that HR can provide the rich context and history regarding how the organisation has approached change previously and what it will take to effectively deliver the benefits for the organisation in the future. HR typically sees the bigger picture and can set the context as both the business partner and trusted adviser to the leadership teams and their boards. The HR function also supports the case for change and are pivotal in helping to frame and shape the tone and listening into the organisation. Whilst they might not always claim to be the deep experts, they are the Òsense-makersÓ working across all levels of leadership. We often use the term Òbe the change you want to seeÓ mostly the HR functions also Òdo the changeÓ. They are key influencers, shapers and advocates, and they can coach and counsel the organisation for the need to go on the journey of change and development. Change programmes are about people and involve changing operating models, employment policies and practice, changing culture as well as supporting leaders and teams to build their capacity to drive Òtrans-form-ationÓ. To realise the benefits of change means that HR is critical partner throughout the change process and journey.
Can you share a story or example of a particularly impactful coaching experience that reaffirmed your passion for this profession?
The impact of coaching through my client work is more general than a specific story. I am extremely passionate about this profession, and I enjoy working with all the clients and organisations that I have engaged with whatever context they bring to the coaching by helping them to be more embodied, successful and fulfilled. The coaching is particularly impactful when clients are curious to learn more about themselves and move towards their learning edges, reap the rewards of new insight(s), build greater self-awareness, are able to let go of self-limiting beliefs, begin to shift their mindsets to being more creative than reactive, wrestle with their conflicts, are willing to experiment and try new habits and practices and commit to work through the conversations that are often missing in their key relationships with others.
Can you tell us more about your contribution to leadership teams?
Leadership teams are a key unit of performance in organisations. Leveraging the power of team performance and culture, who are purpose-led and uniquely placed to deliver the business outcomes and sustained success, is key. Developing teams that can work within the strategic context with the skills to adapt, innovate and modify to cope with the level of disruption, complexity and pace of an ever-changing world is critical.
My contribution has been to work alongside the leader and their teams over a period (often 12-18 months) to support their ongoing development and growth. Typically, my approach is to ensure the work of the team is supported by incorporating tools and frameworks that will support the team's overall performance and effectiveness. This will include both individual and collective work with these leaders.
What or who is it that inspires your work as a coach?
I am inspired by the impact that learning, growth and development can have on all our lives especially when the context demands it or is ready for some
form of change. I feel hugely privileged to have this opportunity to contribute through my work as a coach and consultant with such diverse individuals, teams and organisations.
