Executive & Leadership Coaching
Coaching executives to succeed, get results for their organisation and manage life with ease. When executives are ready to make more of a difference they need support. They have to take a strategic leap and to bring teams along. These days the best people expect and deserve a guide and enabler for the next step.
In carefully facilitated conversations your coach will help you to lay out your current challenges, sift through options, identify possibilities and get great results. Your unique context and circumstances will determine the focus of the coaching.
Coaching will target one or more of the following:
Realising potential Achieve better results. Manage multiple demands; maintain focus and review decisions, function in isolated roles and complex environments.
Taking the strategic step up Become more strategic and work powerfully with the bigger picture in mind. Develop from a technical high performer and great implementer to be a strategist and leader.
Leadership development: Build emotional intelligence, and competencies for leading teams and divisions. Bring teams along with you, even the difficult ones. Get clear about the impact you want to have in the world. Identify and focus on what is most important.
Resilience: Survive the pace and thrive in your role. Bring work and life into alignment. Make sure you feel supported, less isolated and able to enjoy health, friends, family and time out.
Career growth Make your next move count. Get to the next level and manage those transitions. Find more meaning, direction and realise your vision for yourself.
Why use professional coaches and mentors?
Executive coaching provides an excellent value return for your time. The skills of coach enable you to gain insights and awareness that fast track learning from experience. This relationship is a partnership focused on your needs, where you control your own learning and development.
The neutrality and independence of your coach provides fresh perspectives, and a high trust environment for consequence-free learning.
Although organisations invest in coaching for their best people, there is no feedback given to your organisation without your permission, and issues covered are not linked to any performance appraisal. Confidentiality is a cornerstone of an effective coaching relationship.
Common motivations for executives to engage a coach include
- A promotion to a higher level of leadership and demands
- Starting with a new organisation
- When planning the next career steps
- To develop more vision, motivation, meaning and purpose at work
- To build confidence and resilience
- To make a leap in strategic leadership
- When involved in continual complex, difficult and challenging scenario
What does a typical coaching session look like?
A coaching relationship can include a combination of face-to-face and telephone conversations, lasting one hour. Meetings are usually conducted on a monthly basis, with the option of increasing frequency if the need arises.
By the end of the first session you will have identified initial goals/focus for coaching attached to a timeframe. A commitment to meet regularly, for a specified timeframe provides a foundation for a strong and beneficial coaching partnership.
Who's it for?
Executive coaching is for divisional leaders, team leaders and managers. Coaching is for any professionals with a commitment to their own professional learning and leadership development.
Case study - Executive Coaching
Mark was in a senior role; he was regarded as a real achiever and was being asked to step up to a big new role. Mark knew he had the capacity to lead but he had serious questions about the industry he was working in and wondered if he was capable of a whole lot more. He wasn't sure of the steps to take next and wanted some support to think through his options, to realize his leadership potential and to identify any gaps or blind spots. Most of all Mark was seeking encouragement and recognition that he wasn't currently receiving in his organisation.
Mark worked with Loretta over a period of 6 months, meeting every 3 or 4 weeks. During that time Mark began to identify what he really wanted for himself and his career. He became clearer about his vision for his leadership and what he hoped to achieve in the longer term. Mark explored some options he hadn't previously considered and began to make the right connections and to action his new plan. Mark felt more confident and excited for the future. By the end of the coaching contract he was negotiating for a role leading an organisation an entirely different arena. He was focused and clear about both his short-term steps and his longer-term wishes.