EXPLORE our approach to executive Coaching
EXECUTIVE COACHING
Coaching is a one-on-one personalised consulting relationship.
Coaching helps individuals who are working towards specific goals, require a confidential non-judgemental sounding board, and seek a challenge to their approach and views. For those leading organisations, businesses, large teams or major projects and desire honest observation and feedback, it may be difficult to obtain this from colleagues.
The non-directive approach of coaching provides an opportunity for much-needed reflection in a busy work schedule so that an individual can understand what is supporting and what is blocking them; it is a time to step back and then to move forward with greater awareness and responsibility.
Coaching is a learning process which empowers, facilitates and builds confidence, to allow an individual to find their own solutions — personal motivation, openness to change and taking action are key to success. It is most effective when there are measurable outcomes for both the individual and the organisation.
Coaching triggers
A need for coaching can occur at any point of transition in an individual’s business life, for example: role change or promotion, moving into a leadership role, a new team or project, organisational change, strategic redirection, external business challenges. Other triggers for coaching may include: challenging relationships with colleagues, diversity conflicts, a sense of frustration within the current role, feeling stuck or underutilised.
COACHING MODEL
The ‘funnel cycle’ is a coaching approach which draws upon existing best practice. Through intent listening and intuitive questioning, the coach delves into key areas introduced by the coachee, which allows for in-depth exploration and learning.
This approach leads to self-awareness and recognition that small changes can have a major impact on an individual’s style, behaviour and perspective. The cycle has several stages and the depth of each cycle is entirely dependent on the coachee, allowing an individual to develop actionable measures, which result in change.
By building a tailored approach and creating a ‘framework’, the coachee is able to identify the steps needed to initiate the change process that realises the learning, and therefore, the coachee is able to continue developing after the coaching sessions have ended.
HOW TO CHOOSE A COACH
The selection of a coach is an important decision given that the relationship between coach and coachee encourages openness and honesty. Expert knowledge (industry/functional) is not required for an effective coaching relationship, and an individual may deliberately choose a coach from a different background who is able to challenge their basic assumptions, which can be a source of illumination.
The normal practise is to arrange a ‘chemistry meeting’ to assess how well the coach and coachee might work together. This session helps to understand the triggers that initiated an individual to consider coaching, and discuss expectations and approaches — it is acceptable at this stage for either party to say a polite ‘no’ before proceeding any further.
“During the sessions, Lynne skilfully asked ‘challenging questions’. These questions required introspective and balanced answers rather than ‘stock management responses’, or sidestepping, either of which Lynne would challenge. Lynne maintained the thought-provoking rigour throughout each session, which required full investment of my time and ‘headspace’......coaching has opened up a significantly more nuanced and insightful way to develop and extend my management skills......I found Lynne’s style and approach consistently very professional......I would recommend Lynne within and outside my organisation.”