Coach bench:
Malcolm Dunn

Biography:

Malcolm Dunn has over 2 decades of experience in executive education & management consulting.

In his coaching role, he draws on his expertise in strategic change and transformation and his understanding of organisational dynamics. Malcolm is also a qualified psychotherapist.

His major focus is on measuring outcomes of the coaching process. This includes development of qualitative data on the impact of coaching as well as return on investment to the coaching client.

Malcolm's major coaching assignments have included Rio Tinto, Bank West, Schweppes, Hudson and HBOS.

Malcolm has developed and implemented organisational change and transformation programs for high profile multinationals, as well as public and private organisations throughout the world. He has been engaged to lead and drive major transformation and implementation projects for companies within Australia, New Zealand and the Asia Pacific, working in sectors as diverse as telecommunications, manufacturing, banking and finance, technology, energy and mining.

His experience also includes the design and implementation of large-scale executive learning and development programs, in areas such as corporate turnaround and globalisation strategy, cultural change and re-organisation, and leadership and performance management development.

Malcolm's corporate clients have included BlueScope Steel, QBE, ANZ Banking, Cuscal, Panasonic, Telstra, BP, Shell, Petronas (Malaysia), Caltex, Esso, Orica, Sensis and Westpac.

Languages spoken:

English

Qualifications:

B.BusSc, B Sc, Grad Dip Business Henley

Grad Dip Group Counselling and Psychotherapy

PhD Coaching Psychology 

Industry experience:

Financial Services, Resources, Oil and Gas, Telecommunications.

Intervention specialism's:

Area of specialisation is really around deep seated Leadership behaviour transformation. This is around personal enquiry into how to participate from a place of authenticity and exercise power to shape their own environment and pathway.

Approach and competencies:

Use upfront diagnostic to gain insights into key areas of focus for coaching,  work with coachee and key stakeholders to understand both intrapersonal and systemic issues, design a program of change but after that work very closely around the coachees immediate energy attention and reflective capacity. Looking for an outcome where the coachee is self sustaining (strong sense of self, understanding of teams and organisation, and ability to influence others and the system.