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Working with family managed organisations as a Mentor and Coach, combined with my Executive roles in professionally managed companies, I would like to share some of my learnings and insights here.
Advancing insights from 1st piece written Dec 12, 2016 from
A lot of the principles I apply is drawn from my experiences as a CEO and shapes the way I approach coaching with my clients. Depending on the type of challenges Clients face I may draw upon them to share as a perspective to enable Clients to find their own solutions; because such information, experience and access is often limited and specific.
Most Coaches & Business Consultants are keen to pass on their knowledge & experience through Power point Presentations (PPT) or slide decks. These Presentations are often good, but do not entirely capture the issues plaguing the Team that need to be addressed. Unfortunately, presentations cannot be the Swiss Army knife of communication.
In my 10 years of Coaching Practice, one of the constant refrains I find Business Leaders facing is " How do I Manage a Team Member who is constantly under Performing." Normally, the situation for this refrain plays out when a supervisor points out non-performance as and when it occurs, this of course creates some bitterness. It can also demotivate the poor Performer.
Executive Coaching is being used by Multinational and Indian Company’s as a developmental tool to enhance performance of their CEO’s and Senior Executives. Not only I coach within the commercial sector, I also wanted to offer my services to other sectors which are important to me, one of them being the clergy.
Throughout my career as a practicing manager, I have held few core beliefs; which I would summarize as:
Do what You Say and Say what You Do
If you are not able to Measure It, you are not going to possibly Do It either
Questions need to be Simple to get Good Answers and Great Actions
I carry these beliefs into my coaching style.
For clients who have had the opportunity to experience executive coaching, these dedicated one-on-one programs are now considered to be one of the most important developmental inputs for CEOs, Business Heads and Senior Executives in South East Asia.
