WHO
BENEFITS
FROM COACHING?
Executive coaching creates two beneficiaries: the organisation
and the individual. As the client optimises personal potential
so the company derives enhanced benefit from its investment in
its leader and leadership group.
The perfect CEO has yet to be invented. Most have impressive
strengths, but many potentially valuable traits go undeveloped.
To progress from good to great, the neglected areas require
attention. The need can be highlighted by stereotypes such as …
CORPORATE CAESAR
The doyen of the industry, renowned for building shareholder
value and creating a market leader. The deference of other
executives creates a danger that strategic debate will be
stifled. Future success could be elusive unless Caesar is
exposed to new stimuli. For ideas to be discussed and tested, a
respected peer is needed to act as sounding board or source of
alternative ‘wisdom’.
THE KING IN WAITING
The executive next in line for leadership. Preparation for the
final step frequently includes coaching to hone key skills,
address any perceived weaknesses and polish those leadership
attributes the chairman and directors regard as essential in the
company’s pre-eminent representative.
THE TRUSTED GUARDIAN
The logical choice for a senior position in view of past service
and successes. However, performance levels seem to plateau
rather than move to new peaks. The Trusted Guardian needs to ask
new questions and acquire new perspectives. The catalyst for
reinvigoration is often a challenging but supportive coach.
THE HEADHUNTED HERO
A top performer at a new company faced with new challenges. It
is essential the newcomer appreciates the expectations of the
organisation, what agendas have to be addressed and what ‘easy
wins’ can or cannot be delivered. Coaching often facilitates
personal alignment with organisational goals.
THE DO-ER
A dynamic character with great technical expertise. He or she
has rocketed to the top thanks to proven ability, a hands-on
style and single-minded focus. To progress further and deliver
even more organisational value, the Do-er must communicate
better, delegate more and create greater team momentum. Hands-on
involvement is becoming a comfort zone. This executive needs to
take more risks and push personal boundaries.
THE HIGH FLYER
Perhaps the beneficiary of fast-tracking who has collapsed 15
years of experience into five. He (or she) has to acquire the
positioning skills necessary for the new role. There is a
distinction between what you have to do to succeed and what you
have to be to succeed even further. Coaching helps The High
Flyer appreciate the difference and come to grips with new
expectations.
THE HARD-DRIVER
An executive with a challenging management style who gets
results, but finds that what worked at a lower level now
provokes resistance, even conflict. The hammer is not the only
tool in the management toolkit. An effective coach can encourage
experimentation with other tools and management styles, enabling
the executive to grow as an individual and contribute in new
ways to corporate success.
Corporate Teams are made up of individuals with different
backgrounds, expectations, aims, desires, management styles,
strengths and weaknesses who are brought together in a work
environment. This does not mean they are able to work as a
cohesive group. External coaches can play a key role in
facilitating alignment, removing ‘disconnects’ and improving
cohesion.
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