published 5 and more posts
Andrew Parrock
Sally East
Pradip Shroff
Epimetheus
Lilian Abrams
Martin Richards
Maria Biquet
Simon Dennis
Katy Tuncer
Ian Flanders
Simon Darnton
Geoffrey Ahern
Alan Robertson
Isobel Gray
Laurent Terseur
Aubrey Rebello
Lynne Hindmarch
Doug Montgomery
Sue Young
Jeremy Ridge
Naomi Dishington
Wendela Wolters
Nicholas Wai
Charlotte Murray
Yvonne Thackray
All in Org CC
Working with family managed organisations as a Mentor and Coach, combined with my Executive roles in professionally managed companies, I would like to share some of my learnings and insights here.
Advancing insights from 1st piece written Dec 12, 2016 from
Most Coaches & Business Consultants are keen to pass on their knowledge & experience through Power point Presentations (PPT) or slide decks. These Presentations are often good, but do not entirely capture the issues plaguing the Team that need to be addressed. Unfortunately, presentations cannot be the Swiss Army knife of communication.
I was relaxing on my holidays in the USA. On a sunny morning, Mohan, CEO of Grow Investment, called me. I completed a coaching assignment with Mohan about a year ago. In our conversation together, Mohan mentioned that he currently has a highly qualified, competent team reporting to him; however, he saw a lack of trust amongst his team members. As he knew that I had done team coaching for many leadership teams, he wanted to explore if team coaching would work for his top team and help to increase that trust among his members
These are my learnings over the last several years being a coach myself, and engaging in conversations with other coaches. In part 2 of the series on "Executive Coaching in India", I discuss the wide range and variety of coaches in the market and a simple generalisation presented here could help in directing action from coaches, buyers and users of coaching. And for aspiring coaches, early inroads towards success can be varied. Certification is just a start and to really become a paid professional coach requires a lot more than that. Many aspiring coaches feel they do not get enough return on their investment, including of their time and hard work.
In Part 1 I examined the underlying mechanisms that lead to the external manifestation of confidence in someone, as seen by others AND the internal realisation that I have confidence in what I am doing. In Part 2 I will build on Part 1 and examine how we might use the knowledge from Part 1 to help us become better coaches.
My friend and fellow coach Suhas called me on a Monday morning. He had just returned after attending a meeting of all CHROs and Heads of L&D of the large engineering company. He heard a presentation from one of the heads of L&D about a very successful team coaching assignment done by me. Suhas wanted me to meet and talk about my team coaching approach to the CEO of one of the group companies.
In my 10 years of Coaching Practice, one of the constant refrains I find Business Leaders facing is " How do I Manage a Team Member who is constantly under Performing." Normally, the situation for this refrain plays out when a supervisor points out non-performance as and when it occurs, this of course creates some bitterness. It can also demotivate the poor Performer.
In Part 1 of this series, I reported on how external coaches have shifted their practice, as time has moved on, on refining their model and refining their offer so that they're offering something unique and specialist. Absolutely, it might restrict their market, I think though there's an element that says it makes you a better coach because you're dealing with your strengths and your unique offerings. Building on this focus of being a better coach, I apply this notion into the internal coaching context and its practical application with a proposed blueprint.
If you recognize your strengths as a coach, if you know where you are at your best in a specific area/function, and If you’re aware of where your coaching produces substantially better results – it’s a strong platform, especially for an internal coach matching model.
My encounter into team coaching began with one of my early coachee who was a Vertical head of a Global engineering technology company. He felt that exchange of ideas among his subvertical heads were not adequate. He also saw silos and he wanted this to change. Recognising this gap, he encouraged me to accept the challenge of coaching his team.
This blog is the final piece in a three-part series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial coaching conversations following lesson observations.
Promotion to head of sales at corporate level, under a new boss, simultaneously when the boss also has been promoted to the board of the company, leads to a 4-dimensional change for the VP sales. Recognising the complexity of the transition, the CHRO of the mid-size Pharma company invited me to coach and mentor the VP sales.
This blog is the first in a series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial conversations following lesson observations.
This article builds on the ideas I examined in my ’Coaching as a manager’ where I concluded that a manager could not truly be a coach to someone they manage, regardless of the fact that they can use coaching techniques to help them. Let’s look wider than the manager/coach relationship and examine the organisational situation they work in.
Onboarding an external President into a newly formed group of an organization with international presence is a challenge because of what is at stake. Recognizing the scope of work that was facing the new president, the CIO*, invited me to become his external coach and support him as he started his new role. In this blog, I share my case study and holistic approach to coaching this client. All names have been changed.
As a coach I help my coachees, as a manager I help my team, in conversations I help my colleagues and in supervision I help my coaches do one thing above everything - achieve clarity. Above all else – a great coach I know, Simon North, says, ‘Clarity Wins’. I think that is the role of a manager. It's the role of a coach.
Can a manager ever be a coach to someone they manage? This question is the subject of chapter 18 in ‘The Complete Handbook of Coaching’. And it is something I have been thinking about for a while now. Managers are encouraged to adopt a ‘coaching style’ and Civil Service Learning offer a programme of self-study with videos, reading material and a three-hour face-to-face workshop to do just that.
This blog is the first in a series that follows two coach trainers, Martin and Alexandra, as they train college teachers to adopt a coaching approach to holding collegial conversations following lesson observations.
