As an Executive Coach I believe one of my key roles is to provoke thought, action and reflection in equal amounts. My approach is underpinned by many things; academic training/learning, experience gleaned from over 20 years coaching and developing individuals, and thoughts and ideas I’ve borrowed or taken onboard vicariously through interactions with other coaches and development practitioners, and of course my personal values and beliefs. These principles apply whether I am coaching; a current high performer, an Individual who is deemed to have untapped potential, a current rising star or an individual who is deemed talented, however there is a belief that remedial work is required.
I bring myself to every coaching engagement - I have a personal philosophy or worldview that I bring to my work with leaders. In some cases, the worldview is tacit, and in other cases it is explicit. I believe individuals deserve to know what my biases and guiding principles are.
Leadership is state of mind, not just a set of skills - Leadership requires presence, authenticity, courage and the capacity to manage oneself in the face of challenge and ambiguity. Coaching needs to help addresses issues of being and not just issues of doing.
Leadership is as much about capacity as it is about competency - A lot is written about leadership competencies and we are just beginning to appreciate the significance of leadership capacity. A leader’s capacity is based on their developmental stage and determines what they can and can’t see, and how effectively they use the competencies they’ve acquired. Coaching has to addresses both capacity and competency.
Leadership requires reflection as well as action - One of my goals as an executive coach is to help a leader become a reflective practitioner. A critical part of my work is to develop the capacity of the leader to pause and reflect regularly rather than getting caught in the trap of business and reactivity. Over time a leader can build the capacity to reflect in the heat of the moment, and not just after a crucial event or conversation.
Change is normal - One of the key distinctions between leadership and management is that leaders deal with change and managers deal with the status quo. Leaders need exemplary skills to initiate, manage and execute change. This includes the capacity to change themselves when necessary, understand the emotional and technical sides of change, and transform resistance to change.
Situations are the result of multiple causes and conditions - Today's business environment is composed of complex interdependencies. There is no one to blame, and no one to praise. Rather there are myriad contributors and factors in both success and failure. Leaders need a deep systemic understanding of their organisation, their industry, the marketplace, and the world. I work with leaders to work with the whole picture and develop their ability to be holistic systems thinkers.
Leadership has the dual focus of heart and head - To be extremely effective, a leader needs to bring his/her whole self to the task. That means both wisdom (the head) and compassion (the heart) are needed. When these are in balance great things can happen. I encourage leaders to integrate and focus on both areas in equal amounts.
Self-awareness is essential for professional development and growth - Before a behaviour, mindset, assumption or worldview can change, there must be awareness. Therefore, professional growth and development rest upon an appetite for inquiry into oneself. I partner with leaders to deepen their self-awareness so that choice and change are possible.
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