EXECUTIVE & BUSINESS COACHING

Expert coaching ensures significant benefit to individuals, teams and organizations

DIFFERENT WAYS COACHING CAN HELP

Socrates reportedly once said “I cannot teach you anything, I can only make you think.” So the fundamental approach to coaching is not new! Coaching involves listening in a focused and mindful way; prompting with questions that will help the individual both reflect and then find the right solutions for themself.

Coaching pays attention not just to someone’s words but to how they speak and act. Coaching is a respectful relationship where the coach does not act as “the expert” and where clients will be both supported and challenged.  In a world that is often described as subject to VUCA – Volatility, Uncertainty, Complexity and Ambiguity – an external perspective can help in determining next steps.

Eve-Turner-Associates-CoachingThe CIPD’s Coaching Climate Survey report 2011 based on 322 responses from organizations, states that the proportions reporting the use of coaching and mentoring in tackling poor performance and in lifting capability in good performers have both doubled.   More recently an Executive Coaching survey in 2016 produced by Sherpa showed that coaching was being used across the world to support leaders in their development and to help with transition.    Coaching and mentoring are also increasingly used to improve employee engagement.

In setting up coaching, we will always seek to involve key stakeholders, including the sponsor and the coachee, to ensure that the outcomes address the needs identified in a transparent way, paying great attention to confidentiality.  We will agree a clear process for evaluation, and discuss how the coaching can best be supported within the organization.

One-to-one and team coaching can be used effectively for a variety of purposes including:

Organizational Coaching

Organizational coaching may involve specific aims around business objectives. These can be derived from annual appraisals, from the company’s key performance indicators (KPIs) or from, say, the challenges of a takeover where differing cultures may be an issue.

It is an effective way to support new joiners: research done by the Chartered Institute for Personnel and Development (CIPD) in partnership with Development Dimensions International (DDI) among 600 managers suggested that making the transition to a management role was second only to divorce in traumatic life events (People Management magazine 14th June 2007). The results showed newly promoted leaders needed more support, and executive and business coaching is one way to provide this.

Coaching for the first 100 days

First 100 days coaching gives intensive support for those taking up a new role or taking on new responsibilities.  This will usually be where a leader has just been recruited or newly promoted.

Coaching for development

Coaching for development is useful where the executive either has been promoted, or will be promoted shortly, and the new position requires the development of new competencies or the use of competencies in new situations.  It provides the opportunity for the leader to stand back and consider where these skills may already show up in their life or have been used in the past, and apply them accordingly.

Coaching for transformation

Coaching for transformation enables an executive to make step changes in what they are doing, exploring new approaches or strategies. It may be about fundamental shifts in thinking, feeling, assumptions or behaving in relation to others.  It can also support someone who is leading a major change programme, from a restructuring, a takeover,  a coming together of different organizations or a complex change in external circumstances.

Coaching for performance

Coaching for performance is suitable when an executive needs to improve their performance and develop in a specific area(s).  This could be due to a change in strategy within an organization, going into new markets, or through a lack of previous development.

Coaching for skills

Coaching for skills is appropriate when an executive needs to acquire certain knowledge, skills, abilities, and perspectives, but cannot realistically do so in any other fashion perhaps because of time constraints. This is more akin to mentoring as the coach may contribute in a way that goes beyond the active listening and questioning of coaching relationships.

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