Eve Turner

Executive Fellow

Eve Turner

Eve Turner

Leadership, Organisations and Behaviour

Biography

Eve brings a wealth of experience from business to her role as a coach and supervisor.

She was a senior leader running a BBC division with 250 staff, in a fast-paced industry that was constantly in flux. Eve dealt with wide-scale change, starting new services, recruiting, retaining and developing staff, helped introduce step changes in working practices including union negotiation and oversaw award-winning diversity & community initiatives. She had responsibility for governance and accountability. As a BBC internal coach, she practised in areas from IT, project management and communications to Worldwide and the World Service.

Since setting up her own business in 2007 Eve has worked with a variety of organisations in the private and public sector while writing, researching and presenting in the fields of coaching and supervision. She specialises in coaching leaders and organisations to deal with transitions and execute change effectively as well as deal with interpersonal challenges.

Eve enjoys working with leaders up to board level, including those aspiring for promotion or newly promoted to top positions and draws on varied approaches, mindful of the individual needs of the client/supervisee and their unique context. She also has a large supervision practice working with groups and individuals who are both internal and external coaches.

Eve trains leaders in coaching/mentoring techniques and will be teaching on the Henley Certificate in Supervision. Eve is also a Visiting Fellow at the University of Southampton and has set up and runs the Global Supervisors’ Network which brings together supervisors across the world for monthly, virtual CPD.

Specialisms

  • Individual executive & business coaching up to CEO/chair
  • Team/leader development including team coaching
  • Individual and group coaching supervision internally and externally
  • Action Learning and Leadership Circles© facilitation
  • Career/redundancy coaching
  • Systemic thinking, communication and engagement
  • Leadership development for high potentials and talent management (such as the ‘NHS Top Leaders’)
  • Emotional intelligence – enhancing self-awareness and interpersonal understanding
  • Managing change and transition
  • Work/rest of life balance
  • Improved self-belief and confidence

Education & professional memberships/qualifications

Certificate in the Supervision of Coaches, Mentors and Consultants (2013)

Postgraduate Diploma in Coaching and Mentoring Supervision (distinction, 2011)

MSc in Coaching and Development (distinction, 2008)

Master of Business Administration (MBA, 1997)

European Mentoring and Coaching Council (EMCC) Accreditation in Supervision (2015)

Time To Think Certified Coach (2014)

Association for Coaching Master Executive Coach Accreditation (2012 and 2017)

Association for Professional Executive Coaching and Supervision (APECS) Accredited Executive Coach (2011) and Coach Supervisor (2012) renewed annually

APECS and AC coach accreditation panel member. EMCC Ethics Committee.

Member BPS SGCP, ICF.

Awards

2018 Coaching at Work Award for Contributions to Coaching Supervision

2015 European Coach of the Year from the European Mentoring and Coaching Council

2015 Coaching at Work Best Research Article 2015

2009 Research prize from the Association for Coaching.

2008 The BPS Special Group in Coaching Psychology’s Award for a distinguished research project in coaching psychology.

Publications

Articles/Papers

  • Turner, E. (2007). Does a picture paint a thousand words? The use of imagery in coaching in AC Bulletin Spring, pp6-9
  • Turner, E (2007). Does meaning matter in coaching? in AC Bulletin Autumn, pp5-8
  • Turner, E. (2007). Can dual roles create effective role models? in Coaching at Work Vol. 2 (6), p8
  • Turner, E. (2008). Picture perfect in Coaching at Work, Vol. 3 (1), pp36-39
  • Turner, E. (2008). Meant To Be in Coaching at Work Vol 3 (6), pp25-27
  • Turner, E. (2008). Get It Together in Coaching at Work Vol 3 (6), pp. 44-46
  • Turner, E. (2009). Going Deeper in Coaching at Work Vol 4 (6), pp. 34-38
  • Turner, E. (2010). Coaches’ views on the relevance of unconscious dynamics to executive coaching in Coaching: An International Journal of Theory, Research and Practice Vol. 3 (1), pp. 12-29.
  • Turner, E. (2011). A Novel Approach in Coaching at Work Vol 6 (2), p. 17
  • Turner, E. (2012). The calm within the storm in Coaching at Work Vol 7 (4), pp. 12-13.
  • Turner, E. (2013). Looking Out, Not Looking Up in Coaching at Work Vol 8 (1), p. 50
  • Turner, E. Gilbert, S. and Lucas, M (2015). Chain Reaction in Coaching at Work Vol 10 (1) pp. 44-49. Winner of the Award for Best Research Article 2015 from Coaching at Work.
  • Turner et al. (2015). Peer Supervision Chain – Toolbox feature in Coaching at Work Vol 10 (2) pp. 47-49
  • Turner, E. and Woods, D. (2015). When The Police Come Knocking in Coaching at Work Vol 10 (6) pp28-34
  • Turner, E. (2016). Job loss: ‘You can ride the camel or leave the land’ in Coaching at Work Vol 11 (1) p9.
  • Turner, E & Hawkins, P. (2015) Gaining maximum value from executive and business coaching when Multi-stakeholder contracting takes places. Research Report for the AC, EMCC and ICF.
  • Turner, E. and Hawkins, P. (2016). Can You See What I See? In Coaching at Work Vol 11 (1) pp. 32-37.
  • Hawkins, P. and Turner, E. (2016). Coming of age: the development of coaching supervision 2006-2014. In Coaching at Work Vol 11 (2) pp. 30-35.
  • Turner, E., Woods, D. and Mountain, J. (2016). A matter of record. In Coaching at Work Vol 11 (3) pp37-39.
  • Turner, E & Hawkins, P. (2016). Multi-stakeholder contracting in executive/business coaching: an analysis of practice and recommendations for getting maximum value. In the International Journal for Evidence-Based Coaching and Mentoring Vol 14 (2) pp 48-65.
  • Turner, E. (2016). University challenged – leadership circles. In Coaching at Work Vol 11 (6) pp26-30.
  • Hawkins, P. and Turner, E. (2017). The rise of coaching supervision 2006–2014. In Coaching: An International Journal of Theory, Research & Practice. Vol. 10 (2) pp102-114. Also available online.
  • Moral, M., Turner, E. and Goldvarg, D. (2017). Supervision of Supervision: Where Are We? In Coaching Perspectives. Vol 15 pp39-41.
  • Turner, E. and Passmore, J. (2017). The trusting kind. In Coaching at Work Vol. 12 (6) pp34-39.
  • Turner, E. and Passmore, J. (2018). Ethical dilemmas and tricky decisions: A global perspective of coaching supervisors’ practices in coach ethical decision-making. In the International Journal of Evidence Based Coaching and Mentoring Vol 16 (1) pp126-142.
  • Passmore, J. and Turner. E (2018). Reflections on Integrity – the APPEAR model. In Coaching at Work Vol. 13 (2) pp42-46.
  • Turner, E. (2018). CoachActivism. In Coaching Perspectives, July 2018, Issue 18, pp. 43-44.
  • Moral, M., Menaul, J. and Turner, E. (2018). Supervision on supervision - state of the art: a survey. EMCC Mentoring, Coaching and Supervision Research Conference, July 2018. Chester: EMCC.

Books/chapters:

  • Turner, E. and Palmer, S. (2019) (Eds). The Heart of Coaching Supervision - working with reflection and self-care. Abingdon: Routledge.
  • Turner. E. and Hawkins, P. (2019). Mastering Contracting. In J. Passmore, B. Underhill and M. Goldsmith (Eds) Mastering Executive Coaching. Abingdon: Routledge.
  • Turner, E. and Passmore, J. (2019). Mastering Ethics. In J. Passmore, B. Underhill and M. Goldsmith (Eds) Mastering Executive Coaching. Abingdon: Routledge.

Related courses