Coaching is a key management and leadership development tool.

  • The coaching approach
  • The coaching goals
  • The coaching process

The best investment in coaching is in
enhancing the performance of good

The best investment in coaching is in enhancing the performance of good performers. Helping talented people to be even better is not only an investment in them and the development of their potential, but also a proven way to harness that potential for the greater benefit of the organisation at large.

The coaching

Coaching is intended to give busy executives time to:

  • Stand back and reflect on their experience
  • Clarify their own personal goals and priorities
  • Think through options, opportunities and risks
  • Reflect on lessons learned and their broader application
  • Make more effective short and long terms plans

The coaching

Coaching is intended to improve executive effectiveness in four key areas:

  • Performance – What are the performance expectations? What is helping? What is hindering? What are the skills required? How are they best developed and applied in each situation? What are the options I have? What else is possible that I have not considered? What is the best way forward?
  • Self awareness – What are my motivators/my personal drivers? How open am I with others? What impression do I create? How do I keep myself energized? What is the legacy I wish to leave? What is the difference I have come to make?
  • Innovation – How open am I to new ideas? Do I have a disciplined approach to learning? Do I challenge the status quo? Do I continually look for a better way?
  • Relationships – Who are my key stakeholders? How do I influence them? How do I manage up? Across? Down? Out? Do I build trust? Do I provide feedback?

The coaching

Coaching is not intended to create dependency. It is intended to build confidence and greater effectiveness by dealing with the issues of concern to the executive and to the company.

The coach’s role is to become a trusted friend/advisor: someone who can be supportive, yet challenging. The coach’s role is not to solve the problem but to help with the problem identification and resolution. Through the coaching process the executive should gain greater insight into him or herself, greater clarity about what they want to achieve, and greater understanding of what it would take to be more personally effective.

Coaching sessions should also act as a model for executives as they think of themselves as coaches trying to develop the performance of others. Much of an executive’s personal effectiveness is through the results achieved by others and exposure to coaching can provide frameworks and greater understanding of the issues involved in building the performance of others.

Coaching is not a disciplinary process – there are other approaches which are more effective. Nor can coaching be forced. Coaching is by mutual agreement and is built on a solid professional relationship between the coach and the executive. What is discussed in the coaching session must stay in the coaching session. The results however are usually plain for all to see. Coaching must be voluntary and can only be effective when there is integrity and high trust in the process.