Leadership Unleashed

People in positions of expertise are often expected to have the answer. But sometimes the more powerful leadership move is to resist that instinct – and help someone else think their way forward. That idea is at the heart of Stop Being the Answer Centre: A Coach Approach for Modern HR Leaders, a session Vision coach Jeff Green will deliver at the 2026 CPHR Atlantic HR Conference in Saint John, N.B., Oct. 27 to 29.

Coenraad Fourie has spent nearly 40 years as a civil and transportation engineer – someone paid to solve problems and deliver answers. When he encountered the Coach Approach, it landed like a revelation. “That’s a big shift – moving from being the one who has to come up with the solution to helping build people and holding them capable of finding their own solutions,” he says.

Vision Coaching is delighted to welcome Mandy Burke Evans, an executive coach whose wide-ranging practice is driven by a deep curiosity about how people think, grow and change.

Leaders often grow through conversations they would rather avoid. Sometimes those conversations happen with a colleague or someone on their team. Sometimes they happen with a coach – someone whose role is to create the space for an honest look at what is getting in the way.

As artificial intelligence takes on more administrative work in HR, Tina Thibodeau sees it not as a threat, but as an opportunity to elevate the profession. “AI in our view is not replacing the HR job. It’s giving it an upgrade,” says Tina, who is CEO of the Chartered Professionals in Human Resources New Brunswick. “It’s going to elevate the role of HR professionals, positioning them to contribute at a more strategic level and have a stronger voice at the executive table.” Th

Kelly VanBuskirk’s relationship with leadership coaching goes back to Vision Coaching’s earliest days. As a lawyer, Kelly was among the first professionals Vision CEO Dave Veale coached. Kelly quickly saw the value of having an objective person help him examine both his strengths and opportunities to improve.

Every so often, a client's results make the case for coaching better than we ever could. This is one of those times. WorkSafeNB, an Atlantic Canadian organization we've partnered with since 2019, has just been named one of only six organizations worldwide – and the only one from Canada – as a finalist for a global award recognizing organizations that have used coaching to transform how they lead. The results explain why. The lowest workplace injury rate in the province's

When Sylvie Levesque-Finn joined Vision Coaching in late 2015, she wasn’t simply beginning a second career. She was building on a lifetime of leadership. After more than three decades in New Brunswick’s public service – including senior executive roles as deputy minister, president of Service New Brunswick and other leadership positions – Sylvie could have easily stepped away from leadership altogether.

Emily McGill had burned out three times across her career before she turned to coaching. Not slowed down, not pushed through – burned out, to the point of illness.

For the last 15 years, Vision Coaching has been coaching teams within organizations – helping them reach new heights of performance. Interestingly, the biggest shift I've seen isn't in the teams. It's in the leaders at the head of them.

When Marilyn Orr joined Vision Coaching more than 20 years ago, coaching was still a relatively unfamiliar concept in Atlantic Canada.

Rebekah Logan had spent more than a decade in law when she realized something was slipping away. The work had become relentless – difficult files, hard situations, a toll that accumulated quietly until it wasn’t quiet anymore.

Pat McLaughlin has spent much of his life around teams. From the dressing room to the executive suite, he has been drawn to the same questions: What helps people perform at their best? How do leaders create environments where others can succeed? And what does it take for a team to achieve something meaningful together?

By Dave Veale A few years ago, I worked with a leader whose biggest challenge wasn’t strategy, talent or performance. It was time. His calendar was packed from morning until night. At one point, he was managing two separate calendars because of the different roles he held. Meetings overlapped. Every hour seemed spoken for. Like many leaders, he wasn’t lacking commitment. He was lacking space. Space to think. Space to reflect. Space to focus on what mattered most. In many coac

For more than two decades, Keiver Calp was a top performer in the automotive business – an award-winning sales professional who had earned his way into the one-per-cent clubs provincially, regionally and nationally. But something was quietly wearing him down.

Giving feedback is one of the most important things a leader can do. It is also one of the things leaders most consistently avoid.

One of the things I've been noticing lately – in my own work and in conversations with leaders – is how many people don't see themselves as mentors. They assume mentorship is something formal. Something you earn after decades of experience. Something reserved for senior leaders with a title or a track record that feels “big enough.”

When we first started working with one of our longest-standing clients about 15 years ago, vulnerability wasn't part of the leadership vocabulary. It wasn't even close.

Jules dirige pour la première fois la livraison en français du programme exclusif de développement des compétences en coaching de leadership de Vision Coaching, avec une première cohorte qui débute le 21 mai.

Jules is leading the delivery of Vision Coaching’s proprietary leadership coaching skills program in French for the first time, with the inaugural cohort beginning May 21.