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Janine Daniels

Principal Consultant and Head of Executive Coaching, Bendelta

Janine Daniels is a Principal Consultant and Head of Executive Coaching at Bendelta. Her expertise lies in integrating neuroscience with deep transformation. She has worked globally with over 500 clients across Australia, Asia, Africa and Europe in leadership development and as an executive coach.

Janine’s 20+ year career spans development, coaching, facilitation, strategic planning and key account management. She has led large, multi-functional teams; both in vertical and matrixed structures and has led through a substantial merger, leadership change and structural re-organisation.

Having lived and worked on 3 continents, Janine is at home with diversity and leads with an inclusive, empowering style. She adopts a deliberately developmental and strengths based approach, with a reputation for balancing incisive questioning and rigour with warmth and support. She has both thrived in, and created high performing environments, and continues this work through her assignments with senior leaders and their teams to facilitate the creation of collective and individual success. Janine has created internal coaching and mentoring frameworks, and understands the drivers to create deep self awareness, resilience, well-being and peak performance.

Her industry experience ranges from financial services and banking to technology, communication, consumer goods, construction, pharmaceutical and health care. Janine works primarily with C-suite and senior leaders who are committed to their growth and development and has a special interest in developing female leaders.  


PANEL DISCUSSION #2, Tuesday 3 September

The relationship between the leader and their coach. What is in the space between the leader and their coach that enables such dialogues that lead to insights and potential change?

When a leader is choosing a coach to work with the choice is predominantly based on chemistry. This non scientific but very human approach yields a range of outcomes. Some positive and some very neutral. But some relationships seems to get extraordinary results. Why is that? What are the dynamics that enable great outcomes? How it works and when does it not? What do the leader and their coach need to bring to the relationship to both get great outcomes?

In this moderated panel Gordon will interview leaders and their coaches to understand the relationship and the white space between them that enables the coaching relationship to work.