How can you coach leaders who are struggling with career development issues?

Il arrive que le dirigeant en question pose des actes en inadéquation avec ses valeurs et même son identité ! Quelques questions clés à se poser : Qu'est-ce qui est à l'origine de ce manque de cohérence entre mes aspirations, mes valeurs, ma personne, mes r?les aux niveau affectif, amical, social, professionnel? Ai-je fait preuve de "gaspillage" quant à la gestion de mes opportunités professionnelles par le passé? Quels ajustements adopter afin que les mêmes erreurs ne se répètent plus? Ces difficultés au niveau du développement de ma carrière, ne sont-ils pas des signaux forts du changement à opérer dans mon positionnement sur le marché du travail ou des affaires?

The best frameworks to use are those that will help identify both the strengths, the weaknesses and the blindspots under different circumstances. For example, the Integrative Enneagram test shows how each personality type tend to react to conflict, different teams settings, and also what kind of personality types they should look for in their direct staff to complement them best.

Get to know the strength in your team. See what task each member can attack. Show you care about them. Build a presentation that will engage your audience

Doing 360 reviews from people around them, people they used to work with or for are also a great way to collect feedback and remind clients how great they are doing in certain areas as well. It's important because it is easy to underestimate things that come easily to us, but ends up helping others in incredible ways.

Time bound is a critical one! Often times I see professionals giving themselves too much time. For example-I’ll give myself one year to achieve this goal. One years I bent necessary. Scale that back to 3-4 months so you can push harder and be consistent!

Encourage leaders to focus not just on their existing strengths but also on future-oriented skills - to diversify, stay relevant, and feel excited about growth.

Helping them to understand their own motivations (and demotivators) can also help connect someone with a fulfilling career. When we know what gets us up in the mornings we can work on doing more of whatever that is.

As a coach I love to help the leader think of high points in one's career to keep them motivated and reassort their strengths. Its all there, just waiting to be discovered. As a second step, I would explore lateral work areas where their strengths can play, and functions which they are not absolutely against exploring. Typically it involves dispelling some fears and beliefs. If a leader crosses that bridge, its a boon to have a longer stint in an org.

Understanding their current orientation, biases, capabilities and what they seek to achieve helps to create an alignment on “as is” state to “to be” state through self discovery and external support tailored to their personalities