Coaching

Our Approach to Coaching Shapes Culture

01.
Developmental

For Example:

For Example:

There are many reasons executives seek out coaching.

Executives in leadership positions may need a subject matter expert to guide them through a process the first time in an unfamiliar area. Even experienced leaders might not have led a change in strategy or culture; a merger/acquisition; a dysfunctional or conflicted team; a critical Board; managing a difficult team member or disruptive conflict between executives. There is a first time for every leader in one area or another.

Newly promoted leaders may be well-qualified in their technical discipline but not have all of the managerial and leadership skills required in that new role. This is more likely with the new generation of managers who probably were not exposed to ‘Peter Drucker’ basics earlier in their career. Any leader moving into a new executive role will likely have at least one area which their prior experience did not provide experience. Advancement upward, by definition, includes an expanded portfolio which also requires monitoring and delegating at new levels of detail.

Top leaders – irrespective of the title CEO, President, C-Something– are, after all, still human and have areas of strength, less strength and weakness. Everyone has something to work on but all too often the need is buried in the high-competence technical culture where leadership effectiveness is measured with financial and operational metrics. It is our consistent experience that executives primary personal strengths are also liabilities, as a function of the setting and role.

There are many reasons executives seek out coaching.

Executives in leadership positions may need a subject matter expert to guide them through a process the first time in an unfamiliar area. Even experienced leaders might not have led a change in strategy or culture; a merger/acquisition; a dysfunctional or conflicted team; a critical Board; managing a difficult team member or disruptive conflict between executives. There is a first time for every leader in one area or another.

Newly promoted leaders may be well-qualified in their technical discipline but not have all of the managerial and leadership skills required in that new role. This is more likely with the new generation of managers who probably were not exposed to ‘Peter Drucker’ basics earlier in their career. Any leader moving into a new executive role will likely have at least one area which their prior experience did not provide experience. Advancement upward, by definition, includes an expanded portfolio which also requires monitoring and delegating at new levels of detail.

Top leaders – irrespective of the title CEO, President, C-Something– are, after all, still human and have areas of strength, less strength and weakness. Everyone has something to work on but all too often the need is buried in the high-competence technical culture where leadership effectiveness is measured with financial and operational metrics. It is our consistent experience that executives primary personal strengths are also liabilities, as a function of the setting and role.

How We Structure All Coaching

Focus

Confidentiality.