Balancing feedback and intuition: How to make the most of your executive coaching?

Embarking on an odyssey of executive coaching, I've sculpted a purpose as unique as a fingerprint, blending the analytical precision of feedback with the soulful dance of intuition to create a leadership symphony. In the kaleidoscope of coaching, I've harnessed the power of purpose as my North Star, transforming feedback into a compass and intuition into a guiding breeze, ensuring my leadership journey is not just navigated but orchestrated. Defining my purpose in executive coaching, I've curated a tapestry where feedback and intuition coalesce into a masterpiece, harmonizing the structured notes of evaluation with the spontaneous strokes of intuitive leadership, crafting a portrait of unparalleled executive prowess.

While preparation is important, coaching is most valuable when you’re already active. This way you can address real world items versus what ifs. Are you strengthening a skill or addressing an issue? This is an important question to answer before beginning coaching. Both require a timeline and benchmarks along the way. Understanding which is the focus will determine your level of improvement or success. In theory it may seem sensible to go to a coach and ask them to transform you into “the best”. However, without an answer to the skill or issue question “the best” doesn’t hold much meaning and success will be difficult to quantify.

From my experience, if you have not figured out what you want from this experience for yourself and the mentor, you are heading nowhere. Be totally clear whether you can absorb constructive feedback before you get into this.

When you consider hiring a coach, you have a goal in mind - you want to change something. Sometimes that "something" isn't easy to define. A good executive coach will work with you in the first session to develop a plan to make that "something" more tangible and achievable through coaching.

Leaders who have a clear purpose for coaching, normally would be able to determine their success factors and thus, would be able to reap full benefits from the coaching conversation. While the coach can help you to get even more specific and clear about your goals, the leaders are the ones who set the direction on how they want the coaching to go. I would encourage leaders to block at least 20 minutes before the coaching session to reflect and review the coaching progress against their desired purpose. It will help them refocus from a busy day and enter into the session, reflective and purposeful.

Navigating the delicate dance between data and instinct, I've turned executive coaching into an avant-garde symphony, where feedback isn't a critique but a compass guiding the fluidity of leadership evolution. Embracing feedback as a bespoke design element, I've sculpted my executive coaching experience into a masterpiece, where every nuanced suggestion is a stroke on the canvas, blending with the vibrant hues of intuition to create a leadership portrait that resonates. I've transformed executive coaching into a conversation, a dynamic tango where feedback and intuition waltz together, creating a rhythm that orchestrates not just professional growth but a symphony of leadership finesse.

Coaching relationships are powerful, in part, because your coach isn't in your day-to-day work and can provide objective feedback on your strengths and areas for growth. One strategy to get the richest, most meaningful feedback is to bring performance reviews, call recordings, emails, or other artifacts from your work into your coaching session. Doing so allows your coach to consider what you've shared (which is inevitably subjective) in the context of what you've written, or call recordings, or in the context of what others have shared. This allows you to process the feedback in timely, relevant ways -- and provide insights you can then apply right away in your work.

This is a critical point. Receiving feedback it's more about the deep trust you have built with your counterparts (coach, colleagues, peers, customers). For leaders very often it's hard "receiving feedback" because of the speed they are requested to run the business. If you run you can't build trust. If you do not have trust you are not ready in "receiving feedback". Reversing the approach - save time for relationships if you want to be ready for receiving feedback.

Cultivating a culture where feedback is sought and valued is important for every senior and executive leader. It doesn't mean however that you should be accepting all feedback at face value - feedback is to be used as a strategic tool. A crucial part of using feedback well is knowing yourself and your biases. As a senior leader, it's important to reflect: Are you getting feedback from a variety of people, even those who "speak truth to power", or just from those who appeal to your ego and echo your own ideas? Being aware of this is key because it affects how genuine and useful the feedback you get is. Leaders who welcome honest conversations, even tough ones, are setting themselves up for real growth and learning.

Stakeholder feedback is an invaluable input into the executive coaching process. Working with your coach, your manager, and your HR leader, identity a balanced group of more senior leaders, peers, direct reports, and others such as key clients. A total of 7 to 10 people is ideal. Ask your coach what questions they'll ask stakeholders in the feedback process, and add any items you believe are missing. When your coach shares the synthesized feedback with you, keep an open mind. Be curious. Sit with the feedback for a few days to see if additional insights arise. Then use the feedback, along with your purpose for coaching, to create a leadership development plan. This is your brief roadmap to shape the purpose you want to achieve.

In our data driven world, intuition is often discounted. But pay attention to what your guy may be telling you. If something seems "off," don't ignore it. Instead, get curious. What's happening? What you have you observed? How could you gather additional information?

Intuition is good when you need to make quick deal-decisions. However good leaders needs to safe their intuition thanks to a good ground preparation. If you do not have ground preparation, intuition becomes like betting.

Trust your intuition? Maybe. Test your intuition? Definitely, with a coach. Our guts have been well trained by our beliefs, feelings, and how we understand our past experiences. Feedback offers a fresh data point. Testing our intuitions means reflecting on feedback. Does it match my take? If not, what correction does my story need? Aristotle talks about (moral) action as mediated by phronesis or practical wisdom - a virtue that identifies the right thing to do, at the right time, and in the right way. What measures of courage, humility, generosity, and justice are required by the present situation. A well trained gut, a virtuous intuition, will act with phronesis. And, practical wisdom is best honed through reflection and mentorship.

When it comes to leading a team, finding the right mix of feedback and gut instincts is akin to orchestrating a masterpiece. Feedback acts as the foundation guiding decisions, with melodies rooted in facts, while intuition offers the spontaneous solos of individual wisdom. This blend ensures that choices are not just based on data but also infused with understanding, turning leadership into both a strategic craft and an empathetic art form.

Balancing feedback and intuition in the context of executive coaching is a delicate yet powerful approach to personal and professional growth. Executive coaching serves as a catalyst for self-awareness and skill development, and the interplay between feedback and intuition can make all the difference in making the most of this transformative process.

Absolutely right. Intuition and feedback growth together. Intuition and preparation growth together. Listening others, listening the field, it's key to growth esponential intuiton.

Leaders who effectively mix feedback with their own intuition tend to come across as more genuine and approachable. They show a leadership style that is both shaped by the insights of others and aligned with their personal values. Such leaders can recognize which feedback is useful and which isn't, aiming to grow professionally rather than acting out of ego. By valuing and mixing feedback with your internal gut feelings, you can make decisions that are better informed and more genuine. This balance is dynamic and improving with experience. Leaders skilled in maintaining this balance are great at dealing with their job's complexities with clarity and a stronger connection to their unique leadership style and the organization's objectives.

This iterative process is less like balance and more like story writing. As more data pours in, the narrative adjusts to account for the new information. Our intuition and loops of feedback ultimately support a more honest story.

Feedback is often the catalyst for enhanced intuition and intuitive awareness. When we can lean into the information provided by a third impartial party, we can often access areas for growth and change. It is the foundation of the coaching relationship to have the best interests of the Client at heart. Feedback is always delivered with the intent to enhance personal and professional awareness.

the best way to apply feedback and intuition, is when leaders can delegate new actions and new plans. If you are able to delegate new actions, it means you are clearly explaining to your organization or to your delegates what you have learnt from "intuition&feedback" - it becomes a clear action plan ... wow

I have seen that those who cannot accept feedback in the right context, can actually gain nothing from these endeavours. You must imbibe as well as give honest feedback based on your experience and intuition.

To effectively deliver feedback combined with intuition, prepare thoroughly by gathering specific examples and reflecting on your intuitive feelings about the situation. Create a safe environment by starting with positive observations to build trust. Be specific and constructive, offering clear, actionable feedback while incorporating your intuitive insights. Balance honesty with empathy, adjusting your approach based on the recipient's emotional state. Encourage open dialogue, inviting the recipient to share their thoughts and using intuition to address unspoken concerns. Frame feedback as an opportunity for growth and provide practical steps for improvement.

You need to integrate data, feedback, and intuition into your decision making. Relying on only one or two elements can lead to incomplete or biased conclusions. Data provides objective insights, feedback offers external perspectives, and intuition brings personal experience and gut feelings into play. Balancing all three ensures a fuller and more informed approach, increasing the likelihood of effective and informed decisions.

Intuition is valuable in decision-making, but it must be balanced with data-driven analysis. Combine instinctual insights with empirical evidence to ensure well-rounded, comprehensive decisions. This approach eliminates biases and improves the quality of outcomes, allowing for more informed and effective choices.

Navigating the executive coaching terrain, I've honed a dance between feedback and intuition, transforming the cacophony of insights into a symphony where data-driven decisions waltz elegantly with the artistry of instinct. Embracing the alchemy of feedback and intuition, I've sculpted my executive coaching journey into a canvas where the brushstrokes of experience meld seamlessly with the palette of data, creating a masterpiece of leadership evolution. Harnessing the power of dual wisdom, I've turned executive coaching into a dynamic fusion of learning from feedback's structured classroom and intuition's avant-garde studio, sculpting a leadership style that conducts both the orchestra and the improv jazz of decision-making.

Every decision, whether guided by feedback or intuition, is a learning opportunity. Analyze the results. Did your approach work? Why or why not? Extract the lessons learned, both from successes and failures. This continuous learning cycle is what hones your intuition and makes you a more effective leader. Tip: Conduct post-mortems on both successful projects and setbacks. Identify what contributed to the outcome and how you can leverage that knowledge for future decisions.

In my experience, the best ways of seeing/assuring improvement or development happen, after feedback sessions, is (from an exec perspective): - to document the topics/issues/development areas and follow up - Hold their feet to the fire - Make these topics MBO's (Mutually Agreed Business Objectives). - Schedule quarterly progress meetings with a prebaked agenda where you both go over the topics and the focus is on measurable progress. - And finally: make sure you discuss the following: 'Who owns your development? You do!'

To maximize the benefits of executive coaching, it's critical to balance feedback and intuition. Start by defining your purpose for the coaching—know what you want to achieve. Embrace feedback as a tool for growth, allowing objective perspectives to guide development. Yet, trust your intuition too; it’s the inner voice honed by experience. Combine both feedback and intuition to make informed decisions and adjustments, ensuring your path aligns with your goals and values. This blend of external insight and internal wisdom is key to impactful executive coaching.

As an executive coach, tapping into both successes and setbacks is essential to hone your objectives, tactics, and initiatives: 1) Absorb best practices & insights from your peers, leveraging them to broaden your connections, viewpoints, and prospects. B)Employing methods such as reflective practice, feedback loops, and utilising coaching frameworks like GROW (Goal, Reality, Options, Way forward) can further enhance your learning and development as an executive coach. C)Additionally, leveraging tools such as 360-degree assessments, personality assessments (e.g., Myers-Briggs, DISC), and developmental assignments can provide valuable insights and opportunities for growth. D) Workshops & seminars can improve you to enhance your EC skills

To strike the right balance between feedback and intuition, consider these principles: 1. Embrace Self-Reflection: Regularly reflect on feedback without judgment. 2. Trust Your Gut: Intuition is a powerful tool. Your intuition can be a filter to prioritize which feedback to act upon. 3. Feedback as a Tool, Not a Directive: See feedback as a resource for growth, not a commandment. 4. Engage in Open Dialogue: Maintain an open dialogue with your coach. 5. Set Clear Objectives: Define clear goals and values from the outset. 6. Iterate and Adapt: Continuously refine your approach, combining feedback-driven adjustments with your intuition’s guidance. The real key is to find a coach you can trust and you connect with.

To maximize the benefits of executive coaching, balance feedback with intuition, here are my thoughts. Actively listen to your coach's feedback, as it offers an external, objective perspective on your leadership style and decision-making. Reflect on this feedback, integrating it with your self-awareness and professional insights. Trust your intuition, especially when it aligns or conflicts with the feedback, to deepen your understanding of your strengths and areas for improvement. Openly discuss these insights with your coach to develop tailored strategies that resonate with your unique leadership journey, facilitating meaningful growth and development.