If Executive Coaching is not already part of your organisation’s Learning and Development plan, you are now in a minority. Many companies are discreetly giving their senior executives and high potential employees what star athletes have long had: a trusted adviser focussed on helping them reach their goals. Coaching is now part of the standard leadership development training for many companies – how about yours?
We are very conscious that Executive Coaching has to have demonstrable and measurable business benefits. Coaching works best when it is viewed as part of a structured process taking account of the individual’s needs, their role, the organisational strategy, the prevailing culture and values of the business and the desired changes in behaviour and outlook. The coaching we deliver typically falls into a number of categories outlined below.
Understanding yourself and opening up awareness of why you do the things you do is the first step in improving your performance and generating lasting change. Using our own tools, recognised assessment systems and our partners at Ashridge Business School, we can provide in depth profiles of individuals, teams and organisations. We ‘map the gap’…
“In a recent study, training alone improved leadership skills by 22%. When combined with Executive Coaching, improvement jumps to 77%.”
If you want to develop leaders who can succeed in driving your business forward in today’s markets you should make sure that coaching is part of your leadership development programme. Let us show you how.
For a number of reasons some executives still struggle with making effective and engaging presentations. They may know what to do, and have all the technical skills, but still feel uncomfortable or get feedback that suggests improvement would be beneficial.
Given the importance of this vital business activity some dedicated Presentation Coaching would appear to be a sensible investment.
One of the most significant career transitions happens when, through being good at what you do, you earn promotion and responsibility for others. Suddenly you have to manage their activity and performance and are expected to get them to perform. What works for you won’t necessarily work for them, so how do you ensure that you are maximising your team’s discretionary effort ?
Leaders spend a significant percentage of their working day in meetings. Some estimates suggest at least 70%. This isn’t a problem if every meeting held is absolutely essential, the only way of getting something done, achieves its aim and makes efficient and effective use of attendees’ time. Too often this doesn’t happen…
Whilst the majority of our coaching is conducted on a one-to-one basis, there are occasions where peer and group coaching provides additional insights and learning not so easily achieved from individual coaching.