"At such times of crisis and adversity, employees, clients, and customers are looking to leaders for reassurance, inspiration, and courage to guide them through the storm… So while this is far from the best of times, it is worth asking what this time is actually best for… The challenge for leaders now is to steer colleagues and associates from business panic to brand purpose."
If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:
- Coaching is about framing the conversation such that the coachee finds their own way (power to).
- What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
- An experienced coach learns how to work from a beginner's mind.
- To coach is to listen in the way the coachee has always wanted to be listened to.
- To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
- Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.
Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.
Coaching is a given in virtually every form of endeavour where excellence is the benchmark of success. However, research suggests that only about one-third of CEOs receive formal coaching. Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility. John Burdett explains the benefits of coaching and presents a 'Coaching the CEO' template.
The Bedford Consulting Group explores the leadership styles of six CEOs with 99% approval ratings to uncover what they're doing right and how to implement these strategies in your own organisation to drive culture change and to attract and retain top talent
The demand for skilled leadership exceeds supply worldwide and the pressure is high for organisations to find and retain top talent. Ulrich F. Ackermann, Chair at TRANSEARCH International, is interviewed alongside other global AESC leaders for the most recent Executive Talent magazine to discuss the tremendous growth in the executive search and leadership consulting profession.
A good interviewer will be very clear about the results expected from a position. They will evaluate as objectively as possible if a candidate is the one for that challenge. Cristian Duarte, TRANSEARCH Chile, explains how providing 'evidence, evidence, evidence' of past performance demonstrates the connections between your CV and your achievement history. Article in Spanish.
For a great organisation, culture isn't an abstract or vague concept … it's real … it speaks to people. It's not a competitive advantage … it's a competitive imperative.
To survive is to adapt. "Are you managing your culture?" If any of the seven questions that follow receives a negative response, the answer is, almost certainly, "not so much."