What are my top priorities?
How can I be a better leader?
What is my leadership role and how can it be developed?
How do I make time to look at the big picture?
How do I manage my own performance?
What kind of leadership will merger require?
What is my leadership style?
Who are my key stakeholders and what should I do about them?
How do I build my support and influence?
What skills do I need and how can I develop them?
How do I build trusted relationships?
What do I want to achieve?
What is executive coaching?
Executive coaching helps health leaders to think about their roles, test their priorities and size up the demands which come their way from different sides. Above all coaching provides time to think. It can mean the difference between sinking and swimming. Executive coaching increases a leader’s resilience. It can focus your attention on the real sources of your own energy and be a powerful source of new ideas. It can provide highly effective tools for personal change and a means of transforming your organisation. Executive coaching provides reliable, ‘real time’ methods for growing your performance as a leader and the skills essential for good leadership.
My approach to leadership development
What is leadership and how does it develop? From Donald J. Trump to Myanmar’s Aung San Suu Kyi we can see competing ways of responding to these questions; different values and conflicting principles. Also among leadership writers there is a similar diversity of views.
In summary, there is no ‘one size fits all’ version of leadership, no magic hidden formula in spite of the claims of leadership gurus.
In the 1980s New Leadership theorists became pre-occupied with terms like transformation, charismatic, visionary. The focus was on the inspiration of individual leaders. In the 1990s there was growing interest in leadership styles and the leadership required at different levels in large enterprises and public bodies. Teams and ideas about ‘distributed leadership’ came to the fore. Since that time there has been a continuing debate about definitions of management versus leadership. In 2013 the NHS Leadership Academy brought out a New Leadership Model for the NHS, with nine dimensions of leadership behaviour, “to help those who work in health and care become better leaders”.
Where do we pitch into these ideas? How far do they influence the practical work of leadership development? The answers to these questions vary according to circumstances, experience and the challenges faced by particular leaders. Good coaching and mentoring pays close attention to these individual differences in order to deliver practical, relevant and effective learning.
In conclusion what we can say is that development activity must be rooted in the learning priorities of each individual leader. Leadership development involves critical self-reflection and an understanding of what has brought a leader to their current position: their networks of contacts; the demands and constraints of their experiences of leadership; their awareness of their own strengths and limitations. Effective leadership involves both confidence in personal qualities and an understanding of the perspectives and needs of others, achieved through a balance of challenging coaching and confidential support.
Different ways of working work with you
I work with individual executives in face-to-face, confidential coaching sessions usually between 60- 90 mins in length over 4,6, or 12 months. I also work with leaders who prefer to use skype and telephone and email, or a blend of these different approaches. I also use the following:
- Diagnostics (to get a picture of your current skills or your MBTI preferences)
- Telephone and email support
- Free introduction to leadership coaching & mentoring with coaching tasters
- Free Breakthrough Strategy session
- Leadership 360 feedback & facilitation (to help you to gather feedback from colleagues and clients)
- Team Leadership Coaching
- Transition to leadership
- Observation & feedback
How I work with you through the process of coaching
The full process of coaching and mentoring is likely to involve a number of stages:
- Initial contract, with the coachee, the team and coaching sponsor (this is to agree for example the purposes of the coaching or mentoring, what you expect from the process, how long the process will take, when it will start and where it will happen.)
- Enquiry & Design, with the individual client or team, to explore the priorities and, where necessary, different expectations.
- Sign off: outcomes and timescale, with individual/team & sponsor to ensure that all relevant factors are included in the process.
- Exploration, experiment, action. This is where much of the substance of coaching and mentoring takes place.
- Interim review (and feedback) with client (& sponsor, if appropriate) to check that the process is according to plan and make any adjustments.
- Further exploration, experiment and action.
- End of process review and feedback with client and sponsor to check what outcomes have occurred; that they match expectations; and to plan further coaching and mentoring.