Andrew Tallents

Advising CEOs & Founders to achieve faster growth by mastering AI powered self-leadership | Follow for high-impact leadership & mindset insights supported by AI

I help CEOs and Founders accelerate profit, purpose and performance—by transforming how they lead themselves and their teams.

For over 30 years, I’ve worked with ambitious leaders across the globe as they focused on building self-led, high-performing boards and leadership teams.

CEOs and Founders come to me when they:

Want to scale sustainably without burning out

Need their leadership team aligned and moving fast

Seek an experienced thought partner to help them think clearly


Our work together is practical and transformative. Whether through high-impact executive coaching, strategic workshops, team alignment programmes, or keynote speaking, I bring clarity, courage, and challenge to leaders who are serious about results—both personal and professional.

I'm also the author of Self-Coaching for Leaders and the creator of a growing AI-powered self-coaching movement. My approach blends insight with action, helping leaders get out of their own way so they can unlock performance in others.

If you're a CEO or Founder scaling a team, preparing for investment, or navigating complexity at the top—let’s talk.

Climate Coaching Alliance Member

The Tallents Partnership works with business leaders around the world to improve the leadership capability of their boards and senior management teams. Offering a consultative approach, we deliver a variety of world class human capital solutions through a team of experienced consultants. The Tallents Partnership believes in serving its clients at a local and global level.

✉ andrew@tallents-partnership.com
✆ +447971410954 

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Founder | Executive Coach | Leadership Coach | Board Evaluation |High Performance Teams | Coaching | Self-leadership | Cognitive Diversity| Leadership Coaching | Leadership Development

Over more than twenty years in senior roles, I’ve helped shape and lead organisations and systems that play a critical role in public life including universities, healthcare organisations, uniformed public protection services, NGOs and national bodies. Each has its own character, ambition and pressures, yet all depend on leaders who can provide clarity, set direction and build the confidence needed to deliver well.

Throughout my career, I have taken responsibility for shaping organisational strategy, strengthening leadership, aligning systems and building the conditions in which people and teams can perform at their best. I’ve seen how deeply performance improves when purpose is clear, responsibilities are well understood and people feel connected to the wider ambition of the institution.

My executive leadership has spanned people and organisational development, governance, legal services, digital, data, strategy and planning, communications and major programmes. This breadth has enabled me to lead organisations as integrated systems rather than as collections of functions, bringing coherence to complexity and ensuring that ambition, capability and delivery are aligned.

I have worked at Board and executive levels across high-expectation, high-scrutiny environments, leading organisations through transition, transformation and strategic repositioning. My focus is on improving institutional clarity, strengthening decision-making and ensuring performance is reliable, confident and sustainable.

My leadership is calm, principled and clear-sighted. I bring perspective where it adds value, make well-balanced decisions under pressure and ensure that transformation is both meaningful and achievable. Above all, I take seriously the responsibility of stewardship: building the long-term capability, culture and confidence of the organisations I lead.

Dan Wood

I spent this evening watching Prime Minister, the documentary following Jacinda Ardern’s five years in office. It is an extraordinary film about an extraordinary woman, and I cannot think of a better way to mark International Women’s Day.

The structure is unusual. Ardern made private audio recordings throughout her premiership — weekly reflections, raw and unguarded — and they form the spine of the film. 

Her partner Clarke Gayford shot footage from inside their home. The result is something the official record never gives you: a leader thinking aloud, in real time, while governing through the Christchurch mosque shootings, a pandemic, and the peculiar savagery reserved for women who hold power.

She was thirty-seven when she took office; the second elected head of state in history to give birth while serving. She closed borders and held grieving communities. She nursed her daughter and chaired her cabinet. She left at forty-two, having concluded — honestly, publicly — that she had nothing left to give. That decision alone tells you more about her understanding of leadership than most memoirs manage in three hundred pages.

The film does not shy from the cost. And the cost is the thing I keep returning to: what we demand of leaders who refuse to separate competence from compassion, and how much more we demand when those leaders are women.
Worth your evening.

Chief People Officer | Institutional leadership in complex, purpose-driven organisations. *views are my own*

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Later this year the Bayeux Tapestry will go on display at the British Museum. It will be the first time it has been in England in nearly a thousand years. The government has insured it for £800 million. It’s expected to be one of the most visited exhibitions in the museum’s history.

It is not the diplomacy or the logistics that have captured my attention in the news stories, though both are remarkable, but the object itself and what it tells us about how things last.

The tapestry is 70 metres of linen, embroidered in wool. It tells the story of the Norman conquest in 1066 — 626 characters, 41 ships, 202 horses, the whole catastrophe stitched scene by scene. 

Most historians believe it was made in England, probably Canterbury, by English hands. The people who made it were telling the story of their own defeat. And whoever they were, they never put their names to it. They did the work, and the work survived. Nearly a thousand years later we’re insuring it for close to a billion pounds.

I’m struck by how much of what lasts in institutions was built by people we’ll never know. The best institutional work is like the tapestry; it outlives the people who made it, and their names aren’t on it anywhere, even though they perhaps should be.

I think that’s what makes it worth doing.

I’ll be booking tickets when they go on sale.

We’re opening new youth spaces across the country, including here in Bristol. But the real question is what kind of relationships and systems we build inside them. This piece looks at the decade of disinvestment behind us and what genuine support for young people must look like going forward.
Read the article.

UNICEF’s Prospects for Children: Global Outlook 2026 should unsettle anyone who works with young people. Over 473 million children — nearly one in six

Open article: Childhood Is Changing. Our Support Systems Haven’t Kept Up. by Dan Wood • 4 min read

Childhood Is Changing. Our Support Systems Haven’t Kept Up.

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The Battle

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Dan Wood's LinkedIn Performance

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