One-to-one executive coaching can be the most rapid and effective means of helping an executive 'lift their game' through developing increased self-awareness, being able to stand back and look at things strategically, creation and effective management of relationships, setting clear and stretching expectations, being able to hold others to account, creating a team context that generates high performance and communicating in a way that connects and wins the engagement of others.
Well executed coaching will always be 100% confidential and relevant to the individual’s particular situation, aims and development needs.
We subscribe to the European Mentoring and Coaching Council (EMCC) code of practice and all our coaches receive supervision.
At the outset we ensure that we have a clear contract and understanding with the client organisation and the coachee of the aims and scope of the work, and that both parties understand that it is a confidential developmental process. When appropriate and at an early programme stage, the coach will offer to facilitate a 3-way discussion with the coachee and their manager to jointly agree the aims of the work.
We make it clear that the coach confers positive regard at all times and is working in the best interests of their individual client. Additionally we believe that there is not one style of coaching that fits all situations, and that an experienced practitioner coach will flex their style to match the needs of the client’s 'presenting issues'.
The coaching contract will normally provide for a series of specified meetings to cover: establishing a robust working relationship, unpacking their situation and presenting issues, use of psychometrics (MBTI, 360 etc), and planning and delivering new ways of working and relating.
The coachee will be encouraged to put planned changes into effect between meetings and feedback on the results.
Normally we will suggest completing a Myers Briggs Personality Type assessment if the client hasn’t recently done this and treat it as a tool for them to use in managing their business relationships.
Additionally and where appropriate we will also suggest using our Leadership Effectiveness Analysis 360 to focus sharply on the coachee’s strengths and development areas, capitalising on the perceptions of their manager, peers and team. This can also form a valuable agenda for them to use in sharing the results with contributors.
Periodically progress will be compared with the original aims for the work, and a more formal evaluation made at the end of the programme.
The organisation's 'Sponsor' will be kept informed of general progress, but not the detail of the work, and if a whole group of executives is involved, development 'themes' can be fed back.