Saleha Asif

I work with a range of clients from CEOs / CXOs and Boards to emerging leaders and young high potentials. 

Client organizations include public and private sector entities.  Current and recent examples include a joint initiative of a European Government development agency and Pakistan Government, an emerging leaders development program for a leading global multinational (Unilever; client name shared with permission), a development program for high potential future leaders in the Middle East (Qimam; client name shared with permission), top team effectiveness / strategy alignment work for some of the largest private corporations and business groups in Pakistan, multinationals and development organizations, as well as select engagements with social sector and academic institutions in Pakistan and the Middle East. 

My most recent one-on-one coaching engagements have been for the CEO of a large, leading financial services company in Saudi Arabia (largest / market leader in its industry) and a Country Lead for a global disease eradication initiative sponsored by one of the largest social sector foundations in the United States. My pro bono work is primarily with students in the final year of under-graduate or graduate studies and young professionals navigating the first couple of years of professional life.

One-on-one coaching:

I recently had the privilege of supporting a highly accomplished business executive in the Middle East who was asked by his Group CEO to step into the role of Acting CEO for the group’s largest business, an industry market leader.  While my client had full support of his Group CEO and Board, he felt the CEO role was a stretch for him.  There was added internal org complexity of stepping into the CEO role when former peers, some older and more tenured with the company, had been aspiring for the role and the company was undergoing a reorganization of business units.  At the same time there was high external business complexity with rapid changes in the regulatory and competitive space. 

My client and I began by establishing a common understanding of the context and his goals, as well as preferred coaching approach.  We started with a quick diagnostic including a Leadership Circle Profile (he chose to complete a formal 360-degree assessment), interviews with him and the Group CEO (his immediate boss), as well as the opportunity to observe him on the ground by joining in person to silently observe meetings between him and his boss (Group CEO) and him and his direct reports (former peers).  On coaching style, he had been frustrated by earlier coaching relationships and wanted to be able to signal when he wanted me to be direct in advice vs. sticking with coaching questions leading him to discovery.  We agreed I would not shy away from toggling between the two styles and would be direct in sharing observations, suggestions, and when he asked for my views, thought partnership on business issues.

We then took a two-pronged approach to support his successful transition from an operational role to the strategic top leadership role and from a peer within the top team to the CEO.  One part of our work together was focused on personal development and evolution as a leader (LCP and self-discovery-based coaching; understanding own habits and patterns of thought and behavior, where they stemmed from and how they impacted his effectiveness as a leader).  The second part of our work together was around practical shifts (from how to lead meetings to presenting with impact).

We worked together for approx. 9 months during which time, my client was confirmed as CEO (vs acting CEO role), received positive feedback on observable shift in leadership style, and became confident/comfortable in his senior leadership role.

Group leadership development Currently working with the Learning and Development team and Group leadership academy of one of the largest private sector business groups in Pakistan to design and deliver/facilitate a 2-day leadership development program for senior leaders of the group (OpCo CEOs/CXOs).  The program will cover personal development / self-awareness, deepening of intragroup connection, and address specific development needs identified relative to the conglomerate’s leadership competency model.

My work is shaped by three dimensions of my life journey. 

Firstly, my own experiences in a corporate career spanning banking, industry, strategy consulting, and policy advisory/international trade diplomacy, in roles ranging from advisor/consultant to CEO.  This allows me to understand and relate to many of the dilemmas faced by corporate clients and to bring personal transformation and leadership development work in service of addressing their unique challenges. 

Secondly, the time spent going deep in learning and practice in the leadership development space and, in particular, the approaches of Growth Edge Coaching and Leadership Circle Profile as schools of thought, tools, and development approaches.  Finally, deeply personal experiences that disrupted my life at various points and gifted me with inner shifts that were even more significant – a serious personal health episode at the prime of my career, caring for close loved ones through major illness, and having led a life that was unusual for where I came from.  Having taken chances and had the courage to choose my own path, even when my heart was afraid.  Living to tell the tale, battle scars and all. With gratitude, at peace with myself and the world, and ending up working in a space that feels like coming home.

Master of Business Administration (MBA), The Wharton School, University of Pennsylvania

Leadership Circle Profile (LCP), certified coach and master facilitator

Certified in Growth Edge Coaching (CL)

Coaching credits in the Art of Development Coaching (AoDC) ~20-year experience in advisory and coaching capacity

Even while coaching a business executive in the work context, the nature of our work together requires personal exploration at a deeply human level.  Clients are always at choice about how deep they go, what they choose to share, and how far they choose to explore further. 

I have enough life experience and lived experience of pain to know there is a possibility of uncovering trauma in a client’s life context.

I hold this possibility as a sacred trust.

On occasion, when a client and I have uncovered extreme personal trauma, I have gently advised that I am not qualified to support them on exploring and healing this further.  My attempt is always to suggest and continue to hold safe space for the client to breathe, sit with the information, and find courage to seek appropriate therapy should they feel the need.  I can say with gratitude and humility that in these instances, my clients and I have been able to navigate the discussion in a manner that has led to the clients feeling deep gratitude for having been able to share in a safe space and be at choice about seeking help for healing.