In the corridors of power, where decisions shape industries and futures, a quiet transformation is taking place. It’s a shift not of strategy, but of self; not of process, but of perspective. At the heart of this evolution is a new breed of guide: the executive coach.

Karl Grech’s journey into leadership coaching wasn’t a straight line but a convergence of experiences. His career began in the dynamic world of hospitality – an industry that taught him invaluable lessons about people. However, it was a desire to broaden his network that led him to join Junior Chamber International (JCI), an experience that ignited a passion for continuous development.

“I had always been interested in how people develop, react, or interact with others,” Karl recalls, “but I never saw it as a career.”

The pivotal moment came not from a textbook or a seminar, but from personal experience. “There was a time in my career when I got burnt out,” he shares candidly. “That is where I first had a coach who supported me through the process, and truly I realised the power of coaching.”

This profound insight spurred him to launch his own coaching practice in 2020 – a venture that, thanks to the pandemic, immediately pivoted to the virtual world, proving his adaptability from day one.

Karl describes his coaching style as collaborative, a partnership where he acts less as an instructor and more as a guide. “As a coach, I see myself as a bit of a GPS,” he explains. “The person decides where they want to go, and I am, if you like, on the side, asking questions, challenging them, being curious.”

This approach is built on a foundation of trust and absolute confidentiality, which is crucial for breaking down the initial barriers of scepticism. While most executives are receptive, he sometimes works with leaders who have been ‘pushed’ into coaching. “There, I can find resistance,” he admits. “But I build trust and show the person that I’m coming from a good place. In these cases, there is a turning point where they learn and realise how coaching works and the benefits of coaching.”

Certainly, today’s leaders face a whirlwind of change – remote work, AI, and profound generational shifts. According to Karl, these forces are reshaping the very skills required for effective leadership. Adaptability, he notes, is paramount.

“What worked yesterday is not necessarily going to work in the future because of all this change,” he asserts. A key skill he now focuses on is what he calls ‘conflict intelligence’. “It’s about how we lean into conflict, and finding an intelligent way of doing it.”

This ties directly into emotional intelligence (EQ), a cornerstone of his specialised programmes. A major blind spot for high-performers, he finds, is a lack of self-awareness and an understanding of how others perceive them. Through 360-degree assessments and one-to-one coaching, he helps leaders see themselves through the eyes of their peers, bosses, and direct reports, translating those insights into tangible results.

This philosophy extends to his work in transforming teams. He recounts helping an executive team of long-standing colleagues who had become siloed and conflict-avoidant. “They were tiptoeing around each other,” he says. The breakthrough came from teaching them to embrace constructive conflict. “As a result, they started meeting more regularly, being more open with each other, and being honest. In doing so, they developed further trust and camaraderie. They were becoming a real team.”

Identifying a need for a more localised and credentialed network of coaches, Karl is now launching Coaching Malta – a platform that aims to provide organisations with a single point of contact for a pool of certified coaches who possess a deep understanding of the local culture and work ethic.

“I felt there was a gap,” he states. “Coaching Malta will offer a network of coaches who are either based in Malta or have experience with Malta. All coaches will be credentialed, setting a high standard,” the executive coach continues, adding that the hub will function as a comprehensive online platform, facilitating everything from scheduling and communication to resource sharing and progress tracking, ensuring transparency and measurable results for both the individual and the organisation.

For Karl, the ultimate validation of his work is witnessing a leader’s internal transformation. While the specifics vary, a common thread runs through his most successful clients. “I think it’s their commitment,” he reflects. “A commitment to the coaching process and also commitment for themselves to improve, to gain new habits, to make the change.”

So, how does he know when he has truly succeeded? It’s not just about hitting targets or boosting profits. It’s about a fundamental shift. “It’s seeing someone who’s more confident, who feels more in control,” he concludes. “Someone more decisive, who understands that it’s okay if a decision leads to failure, as long as they learn from it. It’s about developing that learning mindset.”

And he may be on to something – in a world of relentless change, this ability to learn, adapt, and grow with confidence may be the greatest asset a leader can possess.