Coaching is directly tied to increased performance. No longer is it considered a ‘touchy-feely’ superfluous activity.
According to the Harvard Business Review, the top three reasons coaches are engaged are:
|Develop high potentials or facilitate transition||48%|
|Act as a sounding board||26%|
|Address derailing behavior||12%|
“Recent studies show business coaching and executive coaching to be the most effective means for achieving sustainable growth, change and development in the individual, group and organization.” HR Monthly Magazine
Coaching is not about advising; it’s not about telling clients what to do. It’s about helping them clear a path for behavior change and giving them the tools to do so. It means asking the right questions to make them think beyond the obvious and find the answers that are buried in their brain. Bottom line, it’s about providing the catalyst to effect change and reach goals.
Our coaching model follows a simple process:
1. Define clear goals
- Coachee and sponsoring manager agree on desired outcomes at a high level.
(If you are investing in your own development, this is an optional step.)
- Conduct 360 assessment and/or stakeholder interviews to get ideas for specific behavioral changes
- Create a coaching agreement/action plan to identify key behavior modification goals and success metrics
2. Share and analyze information
- Identify what is driving behaviors using a neuroscience approach
- Increase awareness and empathy around impact of behaviors
- Assess coachee’s openness to feedback and changing behaviors
3. Create a strategy
- Discuss possible approaches to achieve different outcomes
- Identify benefits of changed behaviors versus benefits of current behaviors
- Prioritize ideas into action with timelines
4. Review results and recalibrate
- Discuss actions coachee implemented since last coaching session
- Acknowledge successes and determine strategies for working through setbacks
- Determine next action steps and accountability
- Assess commitment to achieve results
The job of an executive is not an easy one. Responsibilities include:
- Understanding the competitive landscape
- Determining the strategic direction
- Setting the mission and vision for the organization
- Aligning the team to support the mission and vision
- Coaching and motivating team leaders
- Developing and retaining top talent
- Ensuring bottom line profitability
- Mitigating corporate and financial risk
- Creating and managing high-performing teams
- Maintaining workplace agility in response to dynamic business needs
But who is developing the executive’s leadership skills? Who can help them see a broader perspective and challenge them to a new way of thinking? Who is available to listen objectively to their concerns with no agenda except to help them succeed? Who is their trusted advisor? Who helps them learn to be a better coach and mitigate derailing behaviors?
High Potentials Coaching
Coaching is being offered as a perk for high potentials more than ever before. In fact, it’s now the number one reason to hire a coach. When companies are willing to invest in an individual’s development, they see the value that individual brings to the organization. Whether they are:
- Enjoying rapid growth up the corporate ladder and need a little rounding off the edges so they don’t derail
- Demonstrating the potential to move up but need a leadership skills development boost
New Leader Coaching
An alarming number of leaders are promoted to leadership roles without adequate, if any, training or development. A coach can provide the quick start necessary to help new leaders avoid the many pitfalls of the Peter Principle and the guide rails to ensure success. We make sure that great engineer becomes a great manager and that superstar IT geek becomes a superstar leader. Think of coaching with Dawn as your insurance policy to ensure a solid return on your investment.
Unlike traditional coaches, we advise leaders on how to incorporate brain-balanced leadership into their management style by leveraging a mix of cognitive processing and emotional management. Compelling brain research has proven that most of our actions are filtered by our emotional brain, long before our logical brain gets a chance to process and react. Allowing the emotional brain to be in charge is quite dangerous and costs organizations millions of dollars every day. Leveraging neuroscience helps task focused, results driven leaders understand the need to balance their logic with emotion. Essentially we use hard science to teach soft skills like empathy, conflict management and building trust.