What is the impact of your coachee's strategic thinking on their organization?

Assessing the current state is as vital as knowing our station before leaving on a journey. A 360 deg assessment is the most useful tool as people across the org often have varying views about the Coachee. I have known coachees who were loved by their team but not supported by the leadership. And sometimes the other way around too. So an assessment is an essential starting point.

One important impact of a coachee's strategic thinking on their organization: -Leadership Development: A coachee's strategic thinking abilities can also impact the development of future leaders within the organization. By modeling strategic thinking behaviors and providing mentorship and guidance, they can help groom the next generation of leaders who are equipped to navigate complex challenges and drive the organization forward. If done properly, the impact of a coachee's strategic thinking on their organization can be transformative, leading to increased competitiveness, growth, and sustainability in the long run.

I love the word coach. Because in my mind and past experience, it was the first time a none family member provided direction, encourgement and goal setting for me. To me it starts with context and purpose. Example, Security companies dont provide guard service, they protect, people and assets. This will assist them in understanding their role in the journey. It also assist the coach in mapping their individual strenghts and weaknesses of the team members. As I have spent most of my 40 year career on the Biz Dev side, measuring success was farily quantitative. Which meant, setting realistic goals, compensation plans and recognition. It was building confidence, teaching resilence and patience that was the hard part.

Overall, assessment tools play a crucial role in evaluating strategic thinking by providing objective measurement, identifying strengths and development areas. I use behavioral-based assessment tools in all my coaching to have a “baseline” of where the leader is. From there, I can coach to strengths, and determine what gaps to develop. It’s objective data that illustrates behavior.

I use ELI test to assess overall energetic profile of leader. That helps to create understanding of where they stand energetically and create vision of where they want to be. Identify influencers that support that vision and release blocks that stamble growth

A very simple method I use is to ask the coachee where they feel they are on a scale of one to ten. And where they would like to be. This self assessment and the size of the gap helps them to consciously own the required movement. You can then check in with them on their assessment of progress.

Coaching needs to have a beginning and an end. In this time frame we will try to move from A to B. I typically generate a set of 1-2 goals with them, which will become part of the coaching agreement and can be documented in their personal file. Companies need to know what they spend their money for. In the process itself, these formal goals give a general direction but I allow us to pursue other sub-goals that my client might not want to have formally documented. After all, coaching is also very personal.

La stratégie est un r?le clé du leader / du dirigeant. Le coaching survient souvent pour d'autres raisons, mais la plupart du temps, le constat fait par le coaché est "je n'ai plus le temps de réfléchir à l'avenir". Avec le coaching d'organisation nous pouvons poser un diagnostic (avec au minimum un Swot mais aussi des diagrammes sur son organusation) et accompagner le coaché dans se réflexions stratégique. Le fait de prendre le temps du coaching ouvre cet espace de réflexion et d'ouverture. Puis je vais amener mon coaché à dézoomer la situation, à imaginer les options, y compris les plus farfelues, puis à revenir à faire le lien entre son identité, son organisation, son management et ses objectifs professionnels et son plan d'action.

@Paul, I also ask coachee why they want to be on the target number. Why not a lower number? What's the compelling reason for them to be on that number? That further helps them to explore their need to progress.

Work collaboratively with your coachee to define the desired state of their strategic thinking and its impact on the organization. Identify specific areas for improvement and set clear goals that align with organizational objectives. Encourage your coachee to envision how enhanced strategic thinking can contribute to achieving long-term success and addressing current challenges. This step sets the direction for the coaching journey and ensures a targeted approach to impact organizational outcomes.

It's not really about the coach teaching the client lessons on strategic thinking, there are many books for that. It’s the coach’s job to delve deeper into understanding what is stopping them. Leaders who are focused on 'Strategic Thinking' as a goal are likely to have substantial experience being leaders and are stuck. These challenges may include being overwhelmed by day-to-day operational tasks, ineffective communication, fear of making incorrect strategic decisions, and so on. Having unraveled the root cause, half the job is done. From there it's a matter of showing the coachee a mirror to reflect and arrive, jointly, the steps to address the root cause.

In my experience, the development of the plan is a really critical step. The plan needs to be realistic for the coachee's capabilities and situation. If not, the plan can be unachievable, which would likely cause the coachee to be disheartened and disillusioned with the coaching process. To support the development of a realistic plan, the coach needs to help bring out the potential challenges and obstacles so that the coachee can address these realistically in the plan. Additionally, the coach should help the coachee to understand the true nature of the various steps of the plan. What will be different as a result of the step; who will be involved; how might they respond; how difficult and achievable will it be;....

Uma forma útil de desdobrar as discuss?es em plano de a??o, é definir apenas um ou dois objetivos tangíveis e de curto prazo, que possam ser colocados em prática rapidamente. Dessa forma o coachee consegue perceber seu poder de mudan?a e engajar em objetivos mais complexos.

An example would be a Specific, Measurable, Achievable, Relevant & Timely - SMART - action plan developed by the coachee, enabled by the coach through a process of humble inquiry.

This is another area that is half unpacking what isn’t working and half skill building. It’s important to know where this planning process breaks down (is it building the plan, communicating and delegating effectively, setting benchmarks, empowering the right team members)? I also find that people largely focus on tactics (immediate actions) versus strategies (the long, broad roads we take to accomplish a goal). For example if you are building a new team it can be easy to go right to hire a new Director (tactical) vs. Define optimal team roles and structure (strategy). Without well defined strategies we often take actions that waste time and resources and miss the mark on long term impact.

1. Commitment: The coachee must be fully committed to the plan and willing to put in the necessary effort 2. Clarity: The action plan should be clear, with well-defined objectives, tasks, and timelines, to ensure the client knows exactly what needs to be done. 3. Resources: Provide the coachee with the necessary resources, support, and tools to execute the action plan successfully. 4. Accountability: Establish mechanisms for accountability, such as regular check-ins or progress reports 5. Adaptability: Be prepared to adjust the action plan as neide based on changing circumstances 6. Encouragement: Offer encouragement, motivation, and support to keep the coachee engaged 7. Feedback: Provide constructive feedback and guidance to help

Conduct regular coaching sessions to address challenges, provide feedback, and offer guidance. Use check-ins and dashboards to monitor progress, allowing your coachee to assess results and make necessary adjustments. This step ensures effective execution and enables adaptability based on real-time feedback and data.

The impact of a coachee's strategic thinking on their organization is a more forward-thinking, agile, and effective organization that is better equipped to navigate challenges, seize opportunities, and achieve long-term success. People who are for long in the organization and working through the ladder often find themselves in difficult situations where they kept going into the weeds and avoid the big picture. With new roles, mindset needs to be changed as well and that is makes a difference to the strategic direction of any organization.

In the approach i have mention in step one, the plan of action is replace by a course of action with spot tests as needed . Spot test provide feed.forward thoughts for the coachee to continue his/her journey at the chosen pace with seamless deadlines and reduced pressure

Support your coachee in implementing the action plan by providing ongoing guidance, feedback, and encouragement. Help them navigate challenges and reinforce the connection between strategic thinking and organizational impact. Facilitate a dynamic learning environment, fostering continuous improvement and adaptation as your coachee applies newly acquired skills to real-world situations.

Avaliar o impacto do pensamento estratégico dentro da organiza??o é fundamental para apoiar novos processos, planejar novos passos, prever cenários e promover a??es que s?o baseadas em métricas, indicadores, práticas e no exercício diário da lideran?a. A estratégia está alicer?ada na capacidade de se antever aos fatos, de utilizar o que de melhor a experiência pode trazer, mas, principalmente, de agir com a sabedoria de formular critérios, trabalhar com ferramentas, com tecnologia e com o conhecimento em favor de a??es relevantes e com vistas no Negócio. Os impactos s?o positivos quando o pensamento possui senso analítico, crítico, adaptativo, qualitativo e que corresponda aos anseios financeiros e humanos.

Evaluations along the way along with candid feedback discussions are great indicators to assess impact. Revisiting the stakeholder analysis and seeking direct input from the listed stakeholders will provide a holistic view with various viewpoints to take into account. Self-reflection along the way and candid dialogue with the coach will enable both to update the transformation plan for continued progress. The SMART goals and their respective outcomes will also guide the overall impact assessment.

La evaluación del impacto en los procesos de coaching es una etapa crucial de reflexión y aprendizaje. Va más allá de medir resultados tangibles; implica examinar cómo el pensamiento estratégico ha influenciado la organización y el crecimiento personal. Utilizando métricas, resultados y testimonios, se obtiene una visión completa del impacto. Es clave celebrar logros, reconocer áreas de mejora y oportunidades de crecimiento. Esta evaluación no solo beneficia al coachee, sino también a la organización, identificando áreas de fortaleza y oportunidad para el futuro. Es un momento para celebrar el éxito, aprender de desafíos y renovar el compromiso con el crecimiento continuo.

Parfois l'impact est qualitatif et l'indicateur difficile à préciser. Les échelles de sentiment de compétence avant / après sont un bon moyen de contourner la difficulté d'évaluation objective.

The impact of strategic thinking on an organization by a coachee is profound. It sets the tone for decision-making, resource allocation, and overall direction. A coachee with strong strategic thinking skills can steer the organization towards opportunities, anticipate challenges, and adapt to changes effectively. Their ability to analyze complex situations, envision long-term goals, and devise actionable plans inspires innovation and fosters a proactive culture. Ultimately, their strategic acumen shapes the organization's competitiveness, resilience, and long-term success.

Continue to enhance your coachee's strategic thinking skills by incorporating feedback, refining the action plan, and introducing advanced concepts. Encourage a mindset of continuous improvement and a commitment to lifelong learning. Provide opportunities for your coachee to engage in strategic discussions, attend relevant workshops, and share their insights with peers. This ongoing enhancement ensures that strategic thinking remains a dynamic and evolving asset for both the individual and the organization.

mejorar la habilidad me parece que tiene que ver con poder incorporar algunos cambios y habitos y la neurociencia dice que a veces es mas simple incorporar algo nuevo que cambiar, por eso es una etapa en la que es necesario acompa?ar para que pueda armar en su cerebro esa nueva red de neuronas que permitirá sostener el nuevo habito

In guiding your coachee to refine their strategic thinking, it's vital to transform this skill into a daily practice. Consider integrating diverse strategies and resources like insightful readings, continuous learning opportunities, mentorship, and expansive networking. This isn't just about skill enhancement; it's about fostering a mindset of perpetual growth and adaptability. Encourage your coachee to apply their sharpened strategic acumen across various scenarios, ensuring they're not just prepared for today but are shaping the landscapes of tomorrow. This journey of growth is about more than just professional development; it's about sculpting a visionary leader.

Uma forma que utilizo para direcionar o como tornar o pensamento estratégico um hábito, é incentivar que o coachee esteja atento sempre a duas principais variáveis: 1- quantas novas referências e aprendizados diversificados, eu tive recentemente (busca de conteúdo fora da sua bolha) 2 - quantas coisas ou formas eh questionei recentemente, para checar se há algo a ser melhorado ou alterado. Pensar estrategicamente, demanda a jun??o entre amplitude de referências e capacidade de questionamento.

As a coachee moves through the coaching program, the skills start emerging as different challenges appear. One that I see often is the lack of an executive mindset where the business owner is still thinking like a team mate and not a leader. Holding the vision of the company solidly and moving it forward requires leadership, not just doing the work, but leading the company, so we work on mindset throughout, from the first session to the end. Having the right mindset to include abundance, confidence, leadership, and opportunity helps sustain the improvements made and places the company in good position to keep moving forward.

My clients frequently ask me how to improve their strategic thinking, and they often find the term itself confusing. It's understandable – strategic thinking is a broad concept! To help them get started, I suggest they begin with hypothesis-driven thinking. This is a foundational skill that involves asking 'why' and 'how' to challenge assumptions and explore how different actions could shape the future. By asking questions like 'What would have to be true for this strategy to succeed?', they get into the habit of analyzing potential paths and outcomes. This simple exercise serves as a powerful entry point into developing a more comprehensive strategic mindset

When my clients apply strategic thinking, they ask big “what” and “why” questions before jumping into the “who,” “where,” “when,” and “how” questions. They ask deep questions that consider the impact on their stakeholders, systems, and relationships. They use Zoom-Out/Zoom-In for a more contextual approach to long- and short-term planning. They explore possibilities to imagine “what could be” before making maps to integrate “what was” and “what is” with “what will be.”

Holding a space where your coachee can reflect and consider the system which they form a part, will assist with improving their strategic thinking. Recognising the dynamics at play, and what emerges from changes to the system, challenges their current perspectives and ignites new perspectives, which inform the shaping of strategy. As a coach, your role is to help your coachee in moving from the detail to bigger picture thinking. It is to help them understand the connections within the system, and how these influence the design of their strategy. These include consideration of the connections between team members, leaders and teams, organisations, regulators, competitors, and other stakeholders.

What I’ve seen again and again when coaching leaders who want to get out of the weeds and into a more strategic mindset is how getting crystal clear on expectations and delegating work more effectively is often the game changer. Those who rise up through the ranks are often challenged by letting go of what they know how to do so well (what got them to their leadership role, in fact) and letting others take over so they can stop doing and start leading.

Well, it depends on the quality of their thinking ?? towards what they are strategizing, and how relevant are those strategies towards the outcome (strategic outcome) of the organization. Some of the things to consider would be how effectively the coach is asking the questions keeping in mind, what is the present state, where the client wants to go, and how the action plans are aligned with the outcome of the organization, while keeping in mind the ecology frame (risks/repercussions, etc), and how much of the action plans are in control of the client (external dependencies). The coach could also consider checking beliefs (anything limiting) and values (for alignment).