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Learning skills for genuine connection & collaboration are what we really need *
*not complicated change models that aren't quite for everyone....


You've already got incredible resources in the people who work in your organisation. We help you learn to work more powerfully together for fresh thinking, great ideas and stronger decisions

We’re changing the way people work together in organisations because we believe that EVERYONE has something to offer. We know what it’s like to be silenced, overlooked, and underestimated. We also know what it’s like to be the dominator, the loud voice, to overlook 'inconvenient' contributions from others, to think we know what's right. None of us is perfect AND we all have so much to offer.


This means we each need to be aware, to be committed to working on our stuff, not to ignore where we secretly know we get it wrong; when we tell, overrule, pull rank, or shut down. It’s not OK. We’ve got to deal with that. We also need to know when it's OK to insist, to assert, to lead, to stand up.


Then there’s how we connect with each other – wow, there’s so much to be had, and this is to be found in focussing on the ways of working together. It’s OK to disagree, in fact we must encourage that, it’s often where the best outcomes lie. And it’s got to be OK to spend time on how do we learn to collaborate, we don’t learn that at school.


The way to this is through 1:1 and group work - skilling up and working it out - we've got you covered on all of this at Drum.


Ginny Baillie, MCC
Founder of Drum

One of the first coaches in the UK back in the late 90’s Ginny has observed what makes people really want to change (over what the books say makes people want to change) for the last 25 years.


With a background in property and finance, she has worked with leaders in big government projects and smaller founder led businesses. Along the way she’s noticed that whilst these structured led programmes look good on paper, they can struggle to deliver the real change needed by the business. They simply don’t appeal to everyone who goes through the process and can become something consigned to a dusty shelf;  forgotten by the business as it’s too hard to see the changes through.


Ginny developed Drum to cut through to what’s really effective, to leave behind the theories, materials and models that can do more to confuse and provoke resistance than inspire real change.


Her experience is that giving people an experience of what works  is more powerful than anything they might read in a book (and she is a big reader). Drum is a highly experiential and transparent process. It’s also very accessible.


Ginny set up her first business at 18 in the UK before moving to Hong Kong in the middle 90’s, working with UBS as a broker. On returning home she moved into coaching in 1998. One of the UKs first Master Certified Coaches, she has thousands of coaching hours, written columns for Coaching at Work, chaired conferences, mentored new coaches, and contributes to coaching industry development. She lives in Wales and works internationally.

what people say

“The process helps you critically question your assumptions and reassess your approach to leadership.


But at the same time, it is really affirming, helps identify shared challenges across the sector and creates a feeling of solidarity and deep bonds with other leaders.”

Katharine Sacks-Jones

CEO, Become Charity


“This by far, was the best leadership development I have experienced in my career. By sharing similar experiences, having a community who had your back, being truly listened to was a breath of fresh air.


By having real-time development, it enabled me to be much more confident and effective as a leader not only for my team but as a leader in the business."

Charlotte Williams

VP People and Culture EMEA, Warner Bros Discovery


“What was also very refreshing was that, until our Drum, I don’t feel like there was ever a place where you could go and discuss those things in an open way.


I think unless you create that environment, it doesn’t really happen, somehow it creates a comfortable and safe environment, and I think that’s what I felt and what stood out to me there.”

Robert Palmer

Executive Director, Tax Justice UK


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