One-to-one coaching for executives
You are seeking to enhance your professional personality profile? You expect to solve challenging managerial tasks and to achieve multiple ambitious, potentially competing, objectives? You wish to improve your effectiveness as a leader? You would like to become more adept at expertly managing crises and resolving conflicts? Or perhaps you are even contemplating leaving your job and re-orienting your career?
One-to-one executive coaching for (top-tier) executives focuses on reflection, clarification and further development of leadership styles with regard to both attitudes, socio-communicative mindsets, behaviour and actions, as well as self-guidance and performance .
Executive coaching programmes usually comprise a maximum of five to ten one-on-one coaching sessions, with individual sessions typically one to three hours each (depending on the personality profile and the issues to be addressed). These provide an opportunity for your executive leadership style and personality, as well as management and business-related issues to be intensively scrutinised in light of your specific objectives and for appropriate solutions to be devised and implemented.
How do I structure my organisation to enable it to adjust to increasingly rapid changes in market conditions? How do I go about devising and implementing reorganisation measures to keep pace with such changes? And how do I actually raise awareness of the need for change? What type of communications strategy can be used to aid the entire change process and how do I handle resistance towards change?
A large number of change initiatives occur in parallel in large-scale change processes. Coaching assists you in devising, putting in place and managing your own clear change management strategy and process. The goals of the proposed changes are spelled out, and the agreed measures and overall timelines are established in which all individual measures are coordinated with each other.
This entails, among other things, identifying the stakeholders with a vested interest in the change initiative and ascertaining what kind of power/influence they have to initiate and drive change. Issues surrounding the formation and composition of the “guiding coalition” responsible for heading and managing the change are also clarified in this respect. Factors which facilitate or undermine the change initiative are addressed and those areas that provide the greatest leverage to implement the change are identified. “Quick wins” during the initial stages of a change process demonstrate that change delivers results and generates a positive momentum for change, thereby enabling change agents to use the credibility afforded thereby to tackle even bigger problems.
Is your area or your organisation set to undergo a strategic realignment? What long-term objectives should be pursued by you and your organisation? In which business areas do you wish to operate in the future? What business decisions can be made to gain a sustainable competitive advantage over your competitors in the fields of business and what needs to be done to implement your long-term strategic initiatives?
Coaching facilitates the professional strategic planning processes and implementation. A key element in the strategic planning process is to engage all staff throughout the organisation, including management, executives and employees. As a first step, a comprehensive situation analysis is undertaken to identify and engage the key stakeholders. It is important that stakeholders then come together and are involved in the collaborative process to develop and share their visions. Competent and attentive support throughout this process ultimately enables a single, shared vision to be created that resonates with all concerned.
A situation analysis and vision are the endpoints of the strategic planning process. Translating the vision into reality tends to be the most involved part of the process and entails identifying the “critical mass of core competencies” of the business that provide the greatest leverage. Strategic objectives are then defined on the basis of those pre-determined core competencies. Finally, specific measures are devised to realise these strategic objectives.