Question 1

What experience and qualifications do you have?

Accepted Answer

More than 3,500 hours of practice in Russian and English. I hold the ICF’s highest credential, MCC (Master Certified Coach), and am an ICF team coach with the ACTC credential, an EMCC-accredited supervisor (ESIA), an EMCC business mentor (EIA) and an ICF markers assessor. I have an Executive MBA from the Stockholm School of Economics and 25 years of experience as an executive and business owner.

Question 2

What formats do you work in?

Accepted Answer

Online and in person, in Russian and English. Individual coaching, team coaching, group programs, strategic sessions, leadership supervision, supervision for coaches, mentor coaching for coaches, and comprehensive leadership-growth programs.

Question 3

How can we tell whether coaching is right for our organisation?

Accepted Answer

Coaching is useful when there is a need to develop leadership, teams or a culture of collaboration. It can produce measurable results when an organisation is going through change, leaders are facing new challenges, or the organisation wants to increase employee engagement and autonomy. I work with organisations of different sizes and always begin by diagnosing their actual needs so I can recommend a format that will be useful.

Question 4

How does coaching differ from training and mentoring?

Accepted Answer

Training transfers knowledge and skills. A mentor shares experience and offers advice. A coach does not prescribe solutions; instead, a coach helps people find their own answers by drawing on their resources and thinking. Coaching results can therefore be more sustainable: people change from within rather than simply adopting someone else’s experience. These formats complement one another, and I often help organisations build integrated development programs.

Question 5

How can we justify investment in coaching to senior management?

Accepted Answer

Coaching is an investment in specific people whose decisions affect business results. Not every outcome can be measured directly, but some can—for example, a shorter transition into a new role, fewer team conflicts, greater managerial autonomy and, consequently, a reduced burden on senior leadership. Qualitative changes in a leader’s level of thinking and decision-making, as well as improvements in team psychological safety, can be assessed through surveys.

Question 6

How do you work with corporate clients? What might a program include?

Accepted Answer

Possible formats include individual coaching for leaders, team coaching, leadership development programs, strategic sessions, and training in a coaching approach for HR professionals and managers. Every engagement begins with a discussion of the request and objectives; I do not work from a one-size-fits-all template.

Question 7

How do you measure coaching outcomes for employees?

Accepted Answer

At the start, we define objectives and success criteria together with HR and, where appropriate, the employee’s manager. At the end of the program, we review what has changed in behaviour, decisions and interactions with the team. Corporate engagements may also include interim feedback in an agreed format, without compromising the confidentiality of coaching sessions.

Question 8

How many sessions are usually needed before changes become visible?

Accepted Answer

The first noticeable shifts often appear after 3–4 sessions. A full coaching program for a leader typically includes 6–12 sessions, depending on the complexity of the request. Team coaching usually lasts at least three months. I always discuss realistic expectations at the outset.

Question 9

Is confidentiality maintained? What do you report to the company?

Accepted Answer

Confidentiality is one of the fundamental principles of my work. The content of sessions is not disclosed to the client organisation. The company receives only information agreed in advance with the coachee, such as overall progress towards the stated objectives. Without this, trust in the process—and therefore results—is impossible.

Question 10

How do I know whether I need a coach rather than a consultant or mentor?

Accepted Answer

A consultant provides expert solutions. A mentor shares personal experience. A coach helps you find your own solution—one that takes account of your personality, context and goals. If you feel you have hit a ceiling, want greater clarity in your decisions, or need support during a transition, coaching may be the right option.

Question 11

What does a typical session look like?

Accepted Answer

A session lasts 30–60 minutes, usually 60. You bring a topic or question that matters to you right now. I ask questions, share observations and hypotheses, and may suggest experiments. This helps you see the situation more deeply, look at yourself from the outside, identify hidden resources and find your own way forward.

Question 12

What if I feel uncomfortable talking about certain things?

Accepted Answer

That is normal. You decide how deeply to explore any topic. My role is to create a space where you can safely talk about things you might not discuss with employees or colleagues. Many clients say that this sense of safety is one of the most valuable aspects of our work.

Question 13

How is confidentiality ensured?

Accepted Answer

What happens in a session stays between us. I follow the ICF and EMCC codes of ethics, which make confidentiality a core standard. If the company referred you, it does not receive the content of our conversations—only what we have agreed in advance.

Question 14

How much time does coaching take, and can it fit into a busy schedule?

Accepted Answer

Sessions are usually online, once a week or every ten days. The number of meetings depends on the scale of the desired changes: this may mean 3–10 sessions or longer-term coaching support. I encourage clients to see this time as an investment in their future.

Question 15

How can we tell whether we are a good fit?

Accepted Answer

An initial introductory meeting allows both of us to sense whether we are ready to work together. This is normal practice: effective coaching requires mutual trust. Get in touch and we can arrange a first meeting.

Question 16

Can I see examples of your work or coaching sessions?

Accepted Answer

For confidentiality reasons, I do not publish demo sessions with clients. A client may consent today, but circumstances may change and the recording could later feel uncomfortable to them. A coaching dialogue is a private conversation. The best way to get to know my work beforehand is to visit my Telegram channel, “The Leader’s System,” where I regularly share professional resources and reflections. I also occasionally run open masterclasses and webinars. Follow the announcements in the channel or contact me directly. Recordings of past webinars are also available in the Blog section of this website.

Question 17

How do I start working with you? What is the first step?

Accepted Answer

Message me on Telegram at @Inna_Gorbulenko, email IGorbulenko@up-n-above.net, or submit the inquiry form on this website. We will arrange a brief introductory meeting where I can answer your questions and we can decide together which format would suit you best.