Themes from Leadership Coaching in 2023

This round-up of the key themes from 2023 coaching sessions summarises the issues, challenges and opportunities I saw leaders facing last year.

Career decisions and changes

Across all levels of role this has been a strong theme either because of forced changes within the workplace, toxic cultures driving people out of their current role or desire for a new challenge.

Moving on to something new is, of course, part and parcel of career development but I've seen a pattern of leaders moving because of frustration at the lack of progression opportunity within their current organisation; feeling exhausted and under-recognised or worn-down by politics and negative culture. Organisations need to pay attention to their top-performers - listen to what they need in order to continue delivering for the organisation. From the celebratory emails I've received about exciting new roles clients have secured through the year it's clear that these high-performers are sought after and represent a significant loss to their organisation.

Look after your high-performers; they WILL leave if you don't nurture them, listen to them and create an environment where they can excel.

Confidence

Confidence was a key theme among leadership-track clients. I saw this particularly in high-performing female clients at manager and senior manager level who get great feedback on their performance but continue to hold low levels of self-belief which stops from stepping into more senior roles. There is a well of untapped potential in organisations at this level. Signs to look out for - enthusiastic, willing staff who are responsive to requests but rarely take proactive action to put themselves forward; underplaying achievements; recognising the contribution of others more than their own role. Give clear and specific feedback on what these people are doing well and why it is making a difference. If you can, provide them with some coaching support to break out of the limiting beliefs and behaviour patterns that are holding them back.

Intentionally recognise the contribution of quiet, reserved high-achievers. Offer them coaching support to let go of the beliefs that are holding them back.

Support in first-time Director roles

Making the shift into strategic leadership is a significant transition and it's a brilliant time to offer people coaching support. I've worked with a number of new directors this year who have valued the space to work through this transition and the challenges it can throw up. We've spent time on: leadership identity - bringing authority to the role while staying in integrity; flexing leadership styles; stepping back from operational management and influencing leadership peers.

Support people at career transition points - the shifts required in approach, skills and behaviours require space, time, reflection and support.

Challenging working relationships

Sometimes working relationships get sticky. This theme has come up throughout the year in multiple ways and usually during stressful situations like change programmes or when a key member of staff leaves. Taking time out to reflect on what's happening, the meaning we are making, reflecting on our values and focussing on the desired outcome helps remove the stress and anxiety from these situations, putting people into proactive, focussed action.

Don't let difficult working relationships fester - call in support, take decisive action.

Balance

Often people come to coaching with me because they are feeling significant levels of overwhelm and want to make a change so that they can enjoy life and work again. There is not one root cause for this but often we discover a mix of impossibly high personal expectations combined with unrealistic workplace expectations. This heady combination is deeply damaging for high-achievers who pride themselves on doing a good job. The consequences can be significant and organisations can lose incredible members of staff when these brilliant people burnout. Often this work focusses on shifting unhelpful beliefs that are playing into the overwhelm; setting clear boundaries; prioritising and getting clear on purpose.

Keep an eye on your high-performers. Bring in support if you notice any change in their attitude, behaviour or attendance. They have probably been carrying a heavy burden for longer than you realise.

Restorative Coaching

One theme that I've seen this year that I wish I hadn't is the requirement for restorative coaching for people who have been through traumatic workplace experiences like discrimination and bullying. This is highly sensitive work that will usually take place after or alongside therapy. It is deeply rewarding to see someone come back to themselves after experiences like this, which it is important not to underestimate the impact of. I wish this work wasn't necessary but it seems to be becoming more needed than ever. Restorative coaching helps rebuild self-belief, personal power and energy so that people can move on from their experience in a healthy and sustainable way

Make sure you have systems and support in place to respond rapidly and effectively to staff experiencing unacceptable behaviour - take it seriously, listen, respond. Put support in place as soon as you can. Be proactive. Ensure your actions reflect the words in your policies and procedures.

It will be interesting to see which of these themes continue in 2024. If there are ways that I can support you or your team with issues like those I've discussed here, get in touch.

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