Coaching interrupts the debilitating cycle of depending on the past to obtain the desired results of the future. Of course, the past has a vote, but it must not impose constraints or have a veto - and it often does both.
Coaching directly targets two major pitfalls that executives - and all leaders - engaged in producing change, particularly transformational change encounter.
First Pitfalll: Reverting to past behavior when under
pressure or uncertain. This is the reason change often fails. The
paradox is, growing a business and producing change involve pressure
and uncertainty. The larger the change, the larger the pressure and
the uncertainty will be. Continue. . .
Second Pitfall: Thinking that problems can be solved by doing more (more quantity, intensity, size, or speed) of what we have done before - often our first and last resort. The paradox is, we know that won't be enough. We all know what we call doing the same thing over and over again, expecting a different outcome. . . Continue. . .
We coach executives such that they can forward their commitments in the timetable they have set, rather than be taken off track by circumstances and limited by past behaviors.
