What is the best way to ensure executive leadership coaching is relevant to your organization?

Whilst each individuals needs and goals will be unique and It’s important to help guide them towards understanding and identifying their unique goals. It also always helps to bring in testimonials and previous leaders who have benefited from executive coaching for them to provide their background, experiences and their achievements. This creates a peer to peer level of respect, appreciation, and gives a good indication on what to expect and how they might benefit. This exercise not only encourages engagement, but inspires goal identification and aspiration by participants. Ultimately, helping refine the goals of your executives.

It's been my experience in organizations that believe Executive Coaching is for 'everyone' and I mean everyone at the leadership level, these organizations have been the most successful in transforming. Truely embracing the fact that all leaders can continue to grow and are never done growing. It starts with having this growth mindset culture then investing in developing the coaching strategies that will help move your organization forward before you begin to invest in who will do this coaching develop 3-5 key leadership competencies that will move you forward as an organization.

Stay Focused on the short & long term goals. Strategies your strengths and work on your weakness to achieve maximum success.

This approach gets us relevant positive outcomes. 1. Assess where we are - This could be a combination of doing some research, or use formal tools. Obviously this also involves the problem we are trying to solve 2. Decide what needs to be done. This is a longer step in the process, as it involves stepping out of the comfort zone into unknowns, learning and ultimately decisive growth 3. Walking alongside our Emotions. A lot of decisions create emotions and understanding what drives what is important 4. Performance of self and team. This needs to be clear from where we want to go 5. Teaming up with others to grow and succeed. This can be engaging other stakeholders or working with current and new teams In short we call this the ADEPT method.

One of the most powerful programs in my executive leadership was a program where for over a few days each of us were provided a real business problem that was real for our industry but we had to collaborate about solutions BUT each of us changed roles and had to argue our logics from our new roles. Not only was it a powerful team building exercise but it allowed each of us to become so much more knowledge about the at times conflicting pressures as a firm had to deal with challenges.

One of the most powerful approaches I've used at this stage is Gap Analysis. 1st, Desired Future State: What are your objectives, what do you want to achieve, where are you going. 2nd, Current State: Do in-depth analysis of where you are. 3rd, The Gap: Clearly define what is missing, or needs to be achieved to get to the future state. 4th, The Plan: Finally build and execute the plan that addresses the gap and guides the activities to achieve the desired outcome. The 4 steps executed in that order can provide tremendous clarity through simplicity.

Pour moi c'est le trio "Croyances, Valeurs et Besoins" qui s'inscrit en pierre angulaire du coaching. Aujourd'hui l'équipe a probablement des croyances potentiellement limitantes, des valeurs peut être non respectées et des besoins non entendus. C'est pourquoi il est important de passer du temps sur la construction du processus identitaire de la personne & de l'équipe. S'agissant des besoins, plusieurs outils existent pour les rationaliser : Maslow, Deci & Ryan, Herzberg...

I'd go beyond that by stating the organization needs to identify any workforce talent or tradecraft gaps due to declining retention trends or hiring good talent challenges. You can't rebuild the workforce without knowing what talent you need.

A comprehensive needs assessment for the executive team is crucial. Understanding individual strengths, weaknesses, and communication styles is essential for tailoring the coaching approach. This personalized insight allows for a more effective and targeted development strategy, addressing specific gaps and fostering improved collaboration among team members.

In my 16 years experience as an executive coach I find credentials are important but the most important quality in selecting a coach is the relationship. The ability to create trust and a safe non-judgmental space to explore. This and the coach’s experience, their ability to understand the organisation’s or executive business challenges and context becomes evident in the best-fit conversation which is an essential first step. Each coach has a unique coaching signature. It’s important they know and can communicate this clearly upfront. The goal of any engagement to help the individual, team and organization develop. A service and caring mindset are key for success. Coaches should also have the integrity to say I don’t think I can help you.

In my experience, when a team has done the groundwork don't be surprised when your coach comes in that a lot of that can change. When a group of people have worked together a coach can bring a different way to look at options and outcomes that open up the possibilities for growth both for the individuals and the teams.

It can be useful to build a cadre of approved coaches, selected through a combination of criteria including recognised accreditation, years of coaching experience, commitment to ongoing CPD, business experience and ability to work with the leaders in mind, a well as track record and testimonials. You will also want to think about the importance of sector experience, and specific skills you require of the coach. Some organisations will mange your coach pool on behalf of the orgnisation.

Many or most coaches will say that a good coach is capable of coaching on any topic. And that is largely true. But for organisations with specific challenges or opportunities, it makes sense to select coaches who have experience of operating in the business environment at a senior level. This brings valuable additional insight that otherwise could leave value creation opportunities on the table.

STEM gaps has become a serious problem across corporate and government jobs. A heavy recruiting and marketing campaign across colleges and companies about to go bankrupt is key in finding good talent 2-3 years out before retention trends increase.

This is so simple from my experience. Survey every program and insist on a done well : do better for each program. Using a true kaizen approach to continuously improve each future program. It’s that simple

Your key stakeholders are critical partners in the coaching process. It's important to have clear right at the start of the journey who these are, what role they will play during coaching (i.e., sponsors, contributors), and how to keep them engaged throughout. To this end, compiling a simple stakeholder map which includes stakeholders' details, relevance of each, type of engagement and frequency could be a helpful exercise to do, also as a means to prioritize the different coaching objectives.

In past experiences, effectively communicating the essence and benefits of a coaching program has been pivotal for stakeholder engagement. Two key things: - Clarify that coaching's primary aim is the enhancement of performance, moving beyond mere problem-solving. - Employ an analogy to demonstrate coaching's transformative potential: It's like progressing from playing at a national level to competing internationally, symbolizing the significant improvement coaching brings to performance standards.

Passer du temps sur la formalisation du contrat tripartite pour éviter d'éventuels écueils administratifs et engager la responsabilité du coach. D'ailleurs, une RC Pro est très fortement conseillée pour exercer cette profession

El coaching debe ser asumido como parte de la ultura organizacional, en ese orden de ideas, debe involucrarse a todas las partes estratégicas de la compa?ía.

Two of the methods used by my organization were pre and post surveys and informal conversations with the employees. I was able to gauge success by seeing positive changes in the employees attitudes and work habits. An unexpected outcome was the employees sharing with their peers of how the coaching process helped them. The surveys confirmed what I could visibly see, coaching made a profound impact in my organization.

Tracking progress can be done through: - SMART goals - Specially created goal matrix/score sheets - Customer/Client satisfaction - 360 reviews - Other identified tracking tools

Je commence toujours par une inclusion et je pose ensuite la question "Avec quoi viens-tu / venez-vous depuis la dernière séance ?" Et en fin de coaching, je pose la question "Avec quoi repars-tu/repartez-vous au terme de cette séance ? Qu'est ce qui a changé depuis le début de cette séance ? "

I would encourage engaging your coach to collaborate on this. Most coach will have used a few different ways of measuring and monitoring progress so could provide valuable insight and ideas.

One csnnot underestimate the importance of ongoing monitoring and evaluation. Tracking coaching sessions, measuring performance improvements, and celebrating successes are essential for assessing the program's impact. Regularly addressing challenges ensures timely adjustments, maintaining the relevance and effectiveness of the coaching initiative within the dynamic organizational context. This continuous feedback loop is crucial for adapting and optimizing the coaching program for long-term success.

I've met leaders who sign up for team coaching to improve overall group performance. Their thought process is that the issues must be with their team, but they aren't necessarily open to looking in the mirror. This can lead to private gripe sessions with the coach with and about fellow team members or executives. A skilled coach will pick up on the body language and word choice during private coaching sessions and be able to navigate the dialog to talk about issues, not personal attacks. If you find that the coach isn't making headway through your defined improvement benchmarks, talk to them about what they're seeing. Ask what they recommend to overcome obstacles to progress. You might need a new approach to get everyone on board.

Coaching is supposed to be iterative - you try something out - keep the good and toss out the bad (that either doesn't work for how you are wired or just leads to sub-optimal outcomes!). So always be willing to change your plans.. many a time new insights arise that may even lead to question whether the over-arching goal is right (or not). A good coach so encourage that self-reflection and allow a change of path to get the most of the thought-partnering with coaching!

When you invite coaching for your executives and senior leaders you are changing the definition of success. Be honest about that, be realistic, and allow for bumps in the road. Be willing to learn and adapt if needed.

What my experience has taught me is that when hiring, not just a coach but any type of service, it is crucial to put in writing everything you want to achieve, what is expected, what coaching will not solve and what it will, and anything that generates a bit of doubt should be written down and agreed upon to avoid misunderstandings.

In my experience, the number one thing that ensures executive coaching relevance is hiring a coaching firm that focuses on connecting executive development to the enterprise ecosystem. When executive development is not only focused on where the executive wants to grow but also on the areas of growth that would most impact the business, ROI is exceptional.

We offer bespoke coaching programs to ensure that we do just that -- make our coaching relevant to the organization. We accomplish this by starting with a review of the organization's strategic vision, goals, and strategies. This is part of establishing a baseline. Once we get the big picture perspective we move to the individual and determine their goals and objectives as they relate to the organization's -- the two views, along with self-assessment and 360 feedback go together to develop the individualized coaching plan for the person we're coaching. It is the only way to ensure that our coaching hits on the mark in supporting the organization's objectives.

To ensure that executive leadership coaching is effectively tailored to an organization, follow these steps: 1. Identify Objectives: 2. Assess Organizational Needs 3. Choose the Right Coach: Select a coach whose expertise and experience align with your organization’s specific objectives and industry challenges. 4. Customize the Coaching Program: Collaborate with the coach to create a bespoke program that may include individual sessions, group workshops, and regular feedback mechanisms. 5. Measure and Adjust: Set clear metrics to evaluate the coaching’s effectiveness, allowing for ongoing adjustments to keep the coaching relevant and aligned with the organization’s goals.

Here are three quick tips: 1. As a client, make sure your coach has asked about your needs and objectives *before* you agree to work together, and that you feel they have listened to you. 2. Be clear--and ask if you're not--whether the coach is coaching you as an individual, or supporting the needs of 'the organisation', or even a 'team' within the organisation. Each has different interests and coaches have different approaches and training. Your coach should tell you who they consider they are coaching and why one is different to the others. 3. Don't assume 'relevance' is simply what looks true now. The best coaching will equip you as a human and as a leader to be adaptable as circumstances change, which they always do. If

Know what you're looking for as coaching is very misunderstood. Coaching is not mentoring, it's not consulting, it's not therapy or counselling. Nor is it telling, offering advice or suggesting. Pure coaching leverages the use of, largely, open ended questions curated to create awareness, draw insights and explore new perspectives from the coachee. Through reflective enquiry, curiosity, exploration, challenge, positive intention and forward/progressive engagement in a non-judgemental space, the coachee often have the most brilliant shifts and insights. I would suggest that the coachee, coach and organisation have a clear understanding on whether the requirement is 'pure coaching' or a blend of other disciplines.