EXECUTIVE & BUSINESS 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.

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 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 change enables an executive to make step changes even paradigm shifts 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 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 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.

Many organizations understand that the wellbeing of people is key to success.   Wellbeing includes a person’s physical, mental, emotional and social health and is strongly linked to happiness and life satisfaction. In short, supporting staff in a holistic way will be better for the individual, their family, community and those around them as well as for the organization.