Using an executive
coach
To help you meet the
challenges of your role
It’s a well-known truism that it’s tough being at the top of
organisations and it is a role that, despite all the experience
and qualifications, is one for which leaders often feel
ill-equipped. For others it is the challenges they encounter,
the multiplicity of stakeholders’ needs, the relationships with
their colleagues and the unrelenting speed and complexity with
which they are faced. For others too it is the isolation and
the lack of confidential support. Others too feel they are
performing well and yet their colleagues still insist that they
need to round off some sharp edges or become aware of some
blind spots. Hence they use executive coaching
This is
where executive coaching is invaluable
You may need to move to the next level in some area of
competence, like:
- Skills and performance: such as
learning a new skill or growing a capability, solving a
problem, making an important business decision, adapting
leadership style or behaviours, improving personal
performance
- Personal development: resolving
unfinished business in the workplace, such as a conflict
with others or problems in the team, developing
emotional intelligence, building
confidence
- Leadership: preparing for a future
leadership role, becoming a more effective leader,
developing influencing skills, becoming more strategic,
creating a high performing team
- Meaning-making: finding more meaning
in work, better work-life balance, clearer career
direction, deciding what you really want, making major
changes
Our approach
In our coaching, we take particular care with the
following:
- Initial engagement: discussions to
ensure compatibility, confidence and commitment to working
effectively together. The objectives of coaching are
reviewed and agreed at this stage, as well as how the
coaching will be conducted
- Contracting: making a clear agreement
as to what the objectives are, the involvement of others,
such as a line manager or sponsor, times, length of
coaching, location, confidentiality, commitments by all
parties to the work being agreed, reviews and feedback, the
format of the work and other relevant matters
- Assessment and feedback: the use of
psychometric measures and feedback from others in the
organisation
- Developing a clear agenda: these are
the topics that are likely to be discussed and will affect
the structure, length, review and conclusion of the
work
- Conscientious monitoring of the work
to ensure both parties are on track to achieve the desired
objectives
To follow up
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