Our coaching is designed for executives and leaders, who are committed to producing transformational change in themselves, their leadership, and their organization.
Executive coaching is not appropriate for every executive. As in every
other field where coaches play a key role in supporting an individual
or team's performance - sports and the performing arts for example -
there is a pre-requisite before such a (special) relationship can work:
- The person being coached is "in the game" - they are players
- The
person being coached is striving for a level of performance beyond what
they have accomplished historically, and is open to being helped and
contributed to. Executive coaching is not designed for "John Wayne
executives", those who want to take the hill on their own - or die
trying.
Inevitably, in this kind of "performance beyond way of working",
things will get more difficult to resolve than most executives are used
to. What used to work in the past no longer does... begins to be a
more familiar experience. When faced with: "we don't know how to
handle this one...", the natural response is to default to our historical ways of
thinking and working. In other words, our response is to do more of what we know to do,
only better, faster and at a lower cost. And if that won't gives us the
outcome we want, we naturally conclude that what we were attempting was
"impossible", and we revert to more reasonable goals.
If, because of
competition or market changes, reverting to "more reasonable goals" is
not an option, then the choice is fail, or invent a new way to succeed. The advice, "stick to your knitting, do what you know best", was
fine until someone came along from overseas with lower cost and
knitting machines.
When the commitment is, invent a new way to succeed, notwithstanding the competitive circumstances, coaching becomes indispensible.