Please note that all the enclosed literature has been created by the Coaching Academy UK Ltd who therefore owns the copyrights also all of Coaching Express Coaches have been trained and qualified through the Coaching Academy and work against the Coaching Academy standards and processes.
What is Leadership - Introduction
Over the last couple of decades, increased competition from lower cost based overseas enterprises has placed considerable competitive pressure on business in the UK.
Measures to improve productivity have often resulted in significant downsizing with a commensurate broadening of job description roles.
In many cases, this has meant a change from a hierarchical corporate structure - the typical 'pyramid of power' - to a flatter, leaner and slimmer organisation. This has resulted in a further change from the typical career ladder, where the leadership skills needed for each successive stage were often acquired in a present job, to one where almost anyone, at any stage in the organisation, may have leadership positions thrust upon them.
The military an, to some extend the uniformed civilian services (police, fire, ambulance, merchant airlines and merchant navy) are probably the last bastions of the more traditional and progressive approach.
Even in these situations, it is unsafe to assume that promotion bestows leadership skills. The lessons may have been ignored at the lower ranks and any erroneous behaviour simply transported upwards. History records many senior ranks who failed abysmally in most leadership criteria.
Because leadership approaches will cascade downwards to subordinates who may learn by imitation, it is vitally important to any deficiencies in approach, strategies and communications are addressed sooner rather then later.
It can also be argued that in smaller organisations, where the owner manger retains a hands on role, the impact of leadership, whether good or lacking, will have a more concentrated effect. To some extent deficiencies can be diluted by the number of staff in a large corporation where there are simpler more people to pick up the pieces.
For these reasons, coaching has a vital role to play in the development of leaders and the continuous development of their skills.
Leadership is not a destination, it is a journey. Coaching is an essential companion to shed light on the map and ensure that the correct course towards business objectives is set and maintained, regardless of the size of the organisation.
2. How Does Coaching Differ From Mentoring & Consultancy?
Coaching in a business environment differs from mentoring or consultancy with which it is sometimes confused.
A mentor will generally guide and teach someone in a specific task or job. The mentor will draw significantly on their own experience, will pass on short cuts and tricks of the trade and will teach the mentee how to gain a specified result. The mentor will be expected to know the answers to a task-related situation.
Like a sports of physical fitness, the mentor has often 'been there and done that'. Effective coaching does not require that the coach have the personal hands-on experience of the client's job, profession or occupation.
Some would even claim that it is the very absence of this experience that adds to the effectiveness of the coach who, by standing apart, can still see the wood from the trees.
A mentor knows the answers. Your coach works with you so that you discover the questions and their answers for yourself, not just for a particular task but also for all your life situations. The coach will adopt a people and personality behavioural approach where the task or job is a by-product process. With their breath and depth of understanding about attitude and results, your coach will often achieve benefits that are realised faster and will last longer that those resulting from a mentoring or consultancy approach.
"I was worried that I did not know the answers. My coach showed me that I did know them all along, it was just that I hadn't seen the problem from every point of view".
3. Common Leadership Issues
As with all coaching, there is not 'one size fits all' formula because every client is unique.
However, some issues and challenges arise frequently.
There is often a demonstrated reluctance to assume a leader's role, to change, to delegate or, to face the reality of issues that are unresolved. Very often, this apparent reluctance conceals a more deeply seated fear. Through open ended questioning, a coach can led each client to find their answers within by determining whether they have a tendency to be motivated towards a better situation or, by movement away from an undesirable set of conditions.
Many executives make an excuse that they are too busy for leadership, forgetting that good leadership can relieve much of their workload. Such busyness can often be a result of constant fighting rather than addressing the root causes of the fires.
Some may be too impatient to see results of their sustained good leadership and be reluctant to make the necessary investment in people.
Other may face 'executive burn out' through a lack of healthy work/life balance.
The person who would lead in an unhealthy corporate environment has an uphill struggle. In any organisation, and this is more apparent in larger companies, there will be a formal culture built around written procedures and guidelines of best practice. Even here there are opportunities for a really good leader to shine as long as they operate within 'the system' rather then riling against it. Coaching in these cultures will revolve around a pragmatic acceptance of what is possible and how far the system can accommodate variations.
In larger organisations, there will invariably be other individuals or groups who will be affected by the results of any changes that are created by your leadership - although leadership is not always about change there will be people who fear that it might me!
Leadership coaching will always include reference to these other stakeholders who have an interest in your results and outcomes and here the focus will be on clear and effective communication to see the ideas in a positive manner.
This may involve structured meetings where the leader will schedule an end time as well as the start, will have a clear and written agenda, will provide written feedback the essence of what happens during the meeting to all stakeholders and will ensure that all views are heard.
In all coaching sessions, the leadership coach will agree realistic expectations of outcomes, will quantify, qualify and justify each step rather than dealing in generalities. They will seek answers to power-fuelled questions like, "what will happen in x months time if you do not do this (actions)….how will that feel…..how will it impact on your results".
Leaders can only succeed through the success of their followers.
They must make space to rethink, regroup and be aware that leadership is an on-going process.
Leadership is a magical role that can be difficult but is always rewarding.
4. Coaching In Our Century
Coaching is becoming the 'buzz' word in many professions. Health and education services are becoming aware of the power of coaching and are seeking ways to understand how to use it within their institutions. In companies where there has been culture blame, managers are realising the need to develop the work-force, encourage creativity, provide motivation and encourage real responsibility and choice.
In the future, people will continue to work with coaches on an individual basis to keep themselves fresh and constantly upgrade themselves, their lives and their careers. Managers and corporate executives will rely on coaching to help them help them keep up to date, become more adaptable and marketable. People will always want to achieve a balanced, healthy and fulfilled life and the coach will them prioritise, discover what is important to them and keep on track.
The 21st century will bring exciting and broadening challenges and changes. Coaching Express coaches will be well equipped to guide and navigate clients through the exhilarating journey ahead.
5. The Seven Secrets Of Good Leaders
1. They develop and maintain a clear vision;
2. They empower staff to make that vision a reality;
3. They actively and continually focus on their people in the context of the vision;
4. They focus on team behaviour with positive expectations;
5. They set and excellent personal example in the workplace;
6. They maintain the highest integrity at all times;
7. They are realistic.