Leadership and Coaching Partner International Leadership and Coaching Partner International
 

"The Conductor doesn't
make a sound.
He depends on others to
play their instruments for
his power.
And his power is great, but
he cannot play the instruments
for them."

Ben Zander ~
Boston Philharmonic Orchestra,
Conductor


When Coaching is the Answer

  • Retention: People will have a series of short-term relationships throughout their careers in which they will contribute their knowledge and expertise in response to particular business needs. Keeping top talent from moving on is a matter of providing on-going learning access to knowledge sources and a top manager supporting them.

  • Engaged Employees: Engaged employees are responsible for up to 80% of the business results and productivity. Studies have shown in most corporations only 26% of the employees are “engaged”, loyal and productive. The next 55% of the population are just putting in time. While the remaining 19% are unhappy and spreading discontent.

  • Change: Rapid marketplace pace demands a flexible, adaptable workforce. This translates into a variety of quickly changing work assignments, flexible work schedules and frequently forming and re-forming work teams.

  • Uncertainty: Flatter, leaner organizational structures mean less day-to-day direction from the top. Individuals are expected to form networks within and outside their organizations, master the skills of creative collaboration, respond to frequently changing priorities and assume personal responsibility for setting their own direction.

  • Career Advancement: Career advancement and the ability to add value to the organization will increasingly be provided by “cross functionality”. Rather than following the vertical path to the top of the organization, people will develop a broader base of experience and more extensive networks by making a number of crisscross career moves. New behaviours are needed to navigate a successful career.

  • Altered expectations: Contract work, outsourcing, telecommuting, virtual organizations are but a few of the changes in the way people are redefining employment. They operate more like business owners whose customer is the corporation. Corporations expect faster learning curves and higher productivity as a result.

  • Leadership: Reshaped organizations have fewer leaders at the top. Those at the top can not possibly hold all the organizational knowledge and wisdom. Leadership now needs to emerge throughout the organization regardless of job title or status. Individuals need relationships with “leader coaches” who sponsor them in their development of new knowledge and performance.

  • New hires and employees in new role: Actions by the new leader during the first few months in a new role will have a disproportionate impact on ultimate success. Transitions are pivotal, in part because everyone in the organization is expecting change to occur. But because the new leader does not know the organization and hasn’t developed solid working relationships or personal support systems, these are also periods of great vulnerability to the individual and to the results of the organization.

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