This has become an increasingly common coaching intervention for me as people grapple with the twin demands of a work and a home life in a world where there is a perception of limited job security coupled with performance targets that are the major measure of success in the job role.
In these types of engagements, the coach’s role is to offer the coachee a neutral space to work on evolving their career path outside the pressure of the company’s formal performance management process. The coaching sessions will often work in tandem with the company’s formal processes and as such, allow the coachee to gain a more holistic perspective on their career path and direction.
This form of mentoring is extremely satisfying, as you watch a younger person gaining confidence and inspiring and motivating others. It is also extremely necessary to ensure that the next generation of talent is ready to take on the challenge of setting direction and leading our organisations in a world that becomes increasingly unpredictable and prone to change.
This coaching intervention is about creating a safe space for the coachee to test new ideas on how to influence their manager without the benefit of ‘title power’. It is often a cause of frustration and centres around the coachee not finding a way of being appropriately assertive. In their communication style, they will typically undershoot and consequently appear evasive or overshoot and consequently appear blunt or rude.
Therefore, once you have decided to conceptualize your Talent Program for all the right reasons it is now time to start crystalizing it to a firm deliverable.
Great leaders have an innate ability to make people feel strong rather than weak. How do you create the conditions for your people feeling strong?
We help high potentials understand how their style of communication is impacting on their relationships with their colleagues, subordinates, manager and other stakeholders in their ecosystem and what the consequences and knock-on effects of this might be.
From the lens of a coach committed to serving others and helping them to become everything they can be, here are my key Take-Aways' from this book.
We provide two quite distinct services under coaching - We help managers to become better coaches and we coach individual managers to either address particular issues or to realize their potential.
Some guidelines on a critical skill for a leader in developing personal skill in coaching others.