Insight Leadership | Executive Coaching

The Coaching Intervention

Vincent does three types of coaching intervention:

Transition coaching
Performance coaching
Behaviour-change coaching

Transition coaching

Transition coaching typically takes place when an executive is promoted or when he/she goes on an international assignment.

  • Career ‘transitions’ often put executives under great pressure; such pressure can lead to failure in the new role.
  • Objective of the intervention
  • The objective of the intervention is to ensure a successful transition to the new role, within a six-month time frame.
  • Coaching approach
  • Ideally, the intervention starts three months before the transition and lasts from three to six months, post transition.
  • Initial call with the person being coached and the new supervisor, to understand requirements and discuss transition plan.
  • The development of a clear transition plan.
  • Targeted coaching on behaviour under pressure (self-awareness), approach to the new job, organisation of a new team etc.
  • Calls or meetings every two weeks for the first three to five months, to prepare the individual for the change.

Performance coaching

Performance coaching typically takes place when an executive is already very effective and seeks to improve aspects of his/her leadership.

  • The complexity, speed and challenges of global management require senior executives constantly to enhance their ability to lead.
  • Objective of the intervention
  • Provide senior leaders with tailor-made help and development.
  • Coaching approach
  • Intervention lasts between six months and one year.
  • Initial call with the person being coached and the supervisor, to understand requirements and to discuss the development plan.
  • Crafting of a clear, individual development plan.
  • Targeted coaching on self-awareness, reflection, systems approach to leadership and any other requirement.
  • Providing a sounding board, crisis-management help and confidential advice.
  • Calls or meetings every two weeks.

Behaviour-change coaching

The coaching intervention targets behavioural change designed to enhance effectiveness (rather than ‘fix’ problems – although Vincent sometimes does this, too).

  • Objective of the intervention
  • Help the person being coached to change ineffective approaches and behaviours at work.
  • Coaching approach
  • Intervention lasts between six months and one year.
  • Initial call with the person being coached and the supervisor, to understand requirements and to discuss the development plan.
  • Crafting of a clear individual development plan.
  • More questions than answers: questions which help to clarify purposes and values and help to develop and enact action plans.
  • Gain commitment from the individual to change his/her behaviours. Without this commitment to change, coaching will be a wasted effort.
  • The coaching intervention
  • The coach’s roles:
  • Assist the individual to make sense of feedback received.
  • Assist in the clarification of thinking styles, assumptions and ‘background noise’ which lead the individual to behave in the way in which he/she does, in particular situations.
  • Assist in the determination of change goals – and to help in the identification of priority actions to ensure that these are met.
  • Work occasionally with the individual’s team, offering ideas and suggestions for how members of the team itself can also contribute to improved team effectiveness.
  • Offer ideas and suggestions, when the individual may be stuck and in need of some creative thinking.
  • Operate in a reinforcing relationship, to ensure responsibility and accountability for goals and actions.
  • Evaluation of coaching programmes
  • Typically, I conduct a mini survey in the middle of the programme to determine whether any change has taken place.
  • The mini survey is a short 360-degree feedback, with questions related to the leader’s goals.
  • Is leader X effective in his/her role?
  • What can leader X do to improve?
  • Has leader X improved his/her listening skills in the last few months?
  • Has leader X spent more time coaching you?
  • Has the effectiveness of leader X’s coaching improved?
  • At the end of the programme, we will typically redo the mini survey.
  • Those being coached are also asked to evaluate the coaching intervention and the performance of the coach.
  • Benefits of coaching
  • Opportunities for leaders to have a sounding board and someone to point out performance or behavioural issues objectively.
  • Improvements in performance and the leader being more effective in his/her job.
  • Leaders feeling that the company is ‘investing’ in them and their future.
  • Higher leadership engagement and motivation.
  • High-potential employees getting both the development and attention which they crave and deserve.

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