What are common leadership behaviors that can be improved through coaching?

Executive Coaching can pretty much address any facet of an employee's performance, which in turn is directly correlated to his/ her behavior. Coaching one senior person in an organisation leads to a positive cascading effect atleast 3 levels down and one outer ring at the same level. The effectiveness of a Coaching engagement is dependent on willingness of the coachee to be coached, their desire to improve, the length of the coaching engagement, availability of the coachee for sessions and the ability of the Coach.

Eine Verbesserung der Führungsqualit?t und des Führungsverhaltens muss aus meiner Sicht in erster Linie von innen nach au?en erfolgen. Nach dem Motto: Selbstführung vor Führung. Deshalb setze ich im Coaching genau hier an. Dies schlie?t u.a Selbstreflexion, innere und ?u?ere Klarheit und emotionale Intelligenz mit ein.

Most of us have habits and preconditioning since our childhood, for instance not flexible, not open to feedback, suggestions, one approach thinking pattern, many such behavioral patterns tend to make us rigid, stubborn and negative. So, coaching can help us to evolve, grow, have more positive outlook in life, be more flexible and adaptable to change and scenarios, be more receptive and think out of the box and be a great leader.

Coaching helps leaders to have self awareness, clarity of thoughts which inturn can be useful in performance improvement. Coaching helps in managing conflicts.

This is a HUGE one...HUGE! Some leaders expect their team to be mind-readers. Therefore there is never clarity. And when things fall through the gaps, the leader focuses on the failure of the unadvised team. There is an expectation that the team should 'know'. Working with an executive one-to-one allows the executive coach the space to ask challenging questions to assist the leader in defining their goals and also providing the leader with the tools to share those goals. Conflict management is most likely communication management.

Imagine a captain who, in a storm, is holding on to a broken map and won't change course. That's leaders who don't want to change. Leadership coaching helps people find their way around. The leader's worries and old ideas come to the surface through open communication, which is what the "broken map" means. Role-playing helps them feel safe in new scenarios by giving them a way to practice doing it. Some quick wins, like completing a small process change, are like finding a quiet harbor: they show that the new path will lead to calmer waters. This creates momentum and encourages a "growth mindset," which changes the captain from someone who holds out without a map to a leader who welcomes the storm and is ready to set a path for success.

Change has always been uncomfortable even if it comes in levels. Also some Executives are so busy and versed into the daily process to the extend of literally forgetting about the importance of change. A coach's job is to keep their client outside their comfort zone. Again as soon as they feel comfortable again, the coach knows it is time to nudge them for a new change.

The interesting thing about a micromanaging leader is that this is not something that they see in themselves normally. Poor delegating and delegating tasks are two very different things. The issue here is poor delegation: assigning tasks and then controlling the execution of the tasks. Leave people alone and let them do what you, apparently, trusted them to do. Micromanaging decreases morale, engagement and commitment. In the end, the leader is left to do the task themselves. Not because the team could not, but because the leader would not. This will always be a wonderful coaching engagement for a very confident executive coach.

Delegation ist eine der Führungskompetenzen, die die Führungskraft durch Coaching verbessern kann. Hier geht es aus meiner Erfahrung in erster Linie um Themen, wie: - ?Ich-kann-alles-viel-schneller-und-besser- erledigen-Gedanken“ - sich nicht die Zeit für eine übergabe, für Erkl?rungen bzw. Einarbeitung nehmen wollen? - niemanden überfordern wollen - fehlendes Vertrauen und Zutrauen - das Helfer- oder Held:innen-Syndrom Sobald diese "Delegationsverhinderer" mithilfe des Coachings überwunden sind, l?sst auch das Mikromanagement nach. In der Regel sorgt das für eine h?here Motivation, zu mehr Vertrauen innerhalb der Teams und zu Wohlbefinden der Mitarbeitenden bei der Arbeit.

Micro management is unfortunately common amongst leaders. It is important to understand that there are times when this is different from being trait that they need to overcome and is indeed a fear of having the quality of work compromised. First few times delegations require time and efforts and the return on this investment follows in the long run. It is the decision to deploy the energy at the first place in training and giving instructions that might stand in the way of delegation. The coach helps their leaders take that move and make sure delegation happens all the time.

Daniel Goldman and Paul Ekman identified three types of empathy: cognitive, emotional and generative (compassionate) empathy. Many leaders exhibit cognitive empathy or sometimes no empathy at all. As an executive coach, I like to address this cognitive empathy head on. Empathy by thought can result in a dismissive attitude, lack of trust and lack of rapport. It can also result in team members remaining silent instead of speaking up, even when speaking up would serve the team or organization. I work with an executive to examine their empathy scale. How do they listen, ask questions, show concern and support? Is this even important to them in an organization setting? This is a very important topic in executive coaching.

Coaching helps to identify your strengths and weaknesses both and have witnessed high impact communication, resilience, exploring self belief

In leadership, behaviors like a lack of empathy can often be rooted in ego-driven actions. Ego can create a barrier to understanding and valuing others' perspectives, leading to communication breakdowns and weakened team dynamics. Coaching can address this by guiding leaders to become more self-aware and present, helping them recognize when their responses are influenced by ego. This awareness allows leaders to listen more deeply, not just to the words of others but to the feelings and meanings behind them. By developing presence and reducing ego-driven behaviors, leaders can foster genuine empathy, seeing and responding to their team members as whole individuals.

Empathie ist eine F?higkeit, die theoretisch von jedem erlernt werden kann. Als Coaches k?nnen wir unseren Klienten dabei unterstützen, wenn sie bereit dazu sind. Durch gezielte Fragen und Anleitung zur Selbstreflexion k?nnen wir ihnen helfen zu verstehen, was Empathie genau bedeutet und welche Bedeutung sie für ihre Führung hat. Gemeinsam k?nnen wir herausfinden, welche Rolle Empathie bisher in ihrer Führungspraxis gespielt hat, wo sie sich bereits empathisch verhalten haben und wo nicht. Anschlie?end k?nnen wir gemeinsam erarbeiten, welche Ver?nderungen sie in Zukunft anstreben m?chten. Auf der Basis der Selbsterkenntnis kann eine echte Ver?nderung eingeleitet und bewirkt werden.

I encourage "vulnerable courage" all the time with my clients. Executives might be empathetic deep inside however little do we know that Empathy is a also muscle to be practiced. The easiest way is to eliminate emotions at the workplace yet this isn't sustainable. A coach support their client in balancing Empathy with other Leadership traits needed to succeed.

The first step is helping leaders understand their tendencies as it relates to conflict. Some rush towards it, often inflaming situations, while others shy away letting things grow unhelpfully. Second, help leaders get clear on the desired outcome. Conflict can easily become framed in a win/lose way. However, if other goals are set, such as problem-solving or relationship restoration, then behaviours will be different. Last, give people tools to navigate conflict healthily. Often, the simple reason people handle conflict badly is a lack of appropriate tools.

So many 'leaders' find it very difficult to lead in the face of conflict. In my practice, I have utilized the Thomas-Kilman Conflict Model and I ask a very simple and non-judgmental question: Which one are you? followed up with: Which one would you like to be? Using this model with associated pictures has an even greater effect. It actually builds rapport with the client if used correctly.

Coaching can elevate various dimensions of leadership, including: - Impact and influence - Executive presence - Meaning-making - Strategic thinking - Empowerment and motivation - Broadening leadership style repertoire, for example, through situational leadership - Adaptability and resilience - Feedback and coaching - Cultivating high-performing teams

Some other Leadership Behaviors / areas that can be impacted through Coaching are - Communication, Collaboration, Grow Mindset or Risk Taking, Executive Presence, Delegation, Respecting others' view points, etc.

O coaching oferece uma abordagem altamente eficaz para melhorar os comportamentos de líderes por promover uma orienta??o personalizada e podem aprender a se tornar mais conscientes de seus comportamentos, aprimorar suas habilidades de comunica??o, fortalecer o trabalho em equipe e cultivar um estilo de lideran?a mais empático e inspirador.

Coaches can support leaders in developing resilience and adaptability to navigate change and uncertainty, helping them stay focused, agile, and proactive in challenging situations.