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EXECUTIVE COACHING

A woman taking part in executive coaching

TAILORED EXECUTIVE COACHING

Every coaching engagement is unique because it is tailored to the preferences of the individual. Typically, we begin with an understanding of the individual’s circumstances and a review of existing assessments. We believe in supplementing existing data to gain a full picture of the impact you are having. Data can come from individual assessments such as the Hogan Suite, FIRO-B, Conflict Dynamic Profile, Influence Style Index, EQi 2.0, MBTI Step II or any number of other assessments. And, data can come from 360-degree assessments, such as Leadership Versality Index and behavioural interviews with key stakeholders.

TYPICAL COACHING CHALLENGES

With an understanding of your preferences, capability and impact, we help you translate those insights into action and keep you on track so that real change is achieved.

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  1. Getting out of execution mode

  2. Holding your team members accountable

  3. Creating leverage

  4. Influencing stakeholders in the organization

  5. Managing tensions and disagreements 

  6. Managing politics

  7. Ensuring your reputation is where you want it to be

  8. Providing a sounding board

  9. Having difficult conversations

  10. Increasing presence and impact

  11. Focusing efforts to have the greatest impact

An executive coaching session in progress

EXECUTIVE COACHING CHECKLIST

Most senior leaders seek a coach to accelerate their transition from one role to a substantially bigger role – such as becoming the CEO, joining the C-Suite or leaving an area of expertise. Occasionally there are habits that were not a problem in a prior role but that do create a challenge in the new role.
 

No single model describes our approach. Every coaching engagement is unique because each person is unique. Frequently, we begin with an understanding of the individual’s environment – the organization, the culture and the expectations. Next we prefer to get a full picture of the individual using individual assessments, career history and conversations. We prefer to have some data on how others are perceiving the person either through a 360-degree assessment or interviews; however, gathering others’ feedback isn’t always appropriate. The combined data typically pinpoints what needs to shift, mentally and behaviorally.
 

Below is a short checklist we often use to help leaders identify where they want to focus:

  • Navigating stakeholder relationships, internal and external

  • Changing dynamics in peer-to-peer interactions

  • Delivering difficult messages

  • Pushing back

  • Managing disagreement and tension

  • Increasing impact in communication

  • Strengthening the team

  • Assessing talent

  • Letting go

  • Understanding where personal style and patterns cause unintended consequences

  • Adapting preferences to get the best from others

  • Managing personal energy, time and focus

  • Improving the quality of any conversation

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