Planning for Coaching is about understanding the performance context for your coaching. You will then be able to select the right coaching subjects for each of your Coachees.
The first of three articles, this is about Planning for Coaching. Coaching for Performance is one of my Bitesize Leadership Techniques. They are exactly what the title suggests. Short snippets of leadership tips, tools, process and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your leadership professionalism. You could call it leadership in a hurry! This article is the first of three about Coaching for Performance: Planning for Coaching. The next article is about Carrying out the Coaching. The final article is about Reviewing and Follow Up.
Susan Hunter from APM Terminals Bahrain shares her leadership transition experience and the role that coaching played.
A leadership transition may at first seem like an onerous prospect. Especially if it involves a complete change of role, a relocation – or both. However in reality, with the right planning and coaching support, it can turn into an extremely rewarding and satisfying experience.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. In 2018/19 I had the privilege of working with Susan Hunter. I was supporting her in her transition from Senior Global Director Operational Excellence to Managing Director at APM Terminals Bahrain. From a senior job at the centre of the business to a key P&L leadership role in the Khalifa Bin Salman Port in Bahrain. Quite a transformation in many ways. Most of our coaching sessions were conduction via Skype. The exception being an initial face-to-face session in London and my visit to Bahrain to meet Susan’s senior leadership team.
In this article I ask Susan to share her leadership transition coaching experience. I am most grateful to Susan for the taking the time in her busy schedule to answer my interview questions.
This is the third article in the series. Last year I wrote similar articles about Peter Drake’s and James Wroe’s leadership transition experiences, and the role that coaching played. In his article Active Leadership Onboarding James shared the six key factors that ensure a new colleague’s successful leadership transition.
As business leaders, Learning and Development professionals, coach trainers and educators, what can we do to help make coaching training really stick?
The case for sticky coaching
Many businesses expect to increase their spending on coaching in the coming years, both on external coaches and on developing their own internal coaches. It’s no surprise then to find that conversations are increasingly turning to how we can make sure that coach training, whether as a formal, ‘pre-contracted’ activity or as a more ad hoc approach to unlocking potential and improving performance, ‘sticks’. At NG Bailey we’re no different. Over recent years we’ve taken four steps that are starting to make a real difference in our quest for sticky coaching; I’d like to share them with you.
Peter Drake from Rotterdam shares his leadership transition experience and the role that coaching played.
A leadership transition may at first seem an onerous prospect; however in reality, with the right planning and coaching support, it will turn into an extremely rewarding and satisfying experience.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. In 2019 I had the privilege of working with Peter Drake. I was supporting him in his transition from General Manager to a Director role at A.P. Moller – Maersk North Europe Liner Operations Centre in Rotterdam. He certainly approached this with commitment and a great deal of enthusiasm. Most of our coaching sessions were conduction via Skype. The exception being one face-to-face session in August.
In this article I ask Peter to share his leadership transition experience and the role that coaching played. I am most grateful to Peter for the thoughtfulness and depth of his replies to my interview questions.
This is the second article in the series. Earlier this year I wrote a similar article about James Wroe’s leadership transition experience, and the role that coaching played. In his article Active Leadership Onboarding James shared the six key factors that ensure a new colleague’s successful leadership transition.
The opportunity to blog also presents the opportunity to reflect – and what a year it’s been!
As we reach the end of the year, the decade even, the opportunity to blog also presents the opportunity to reflect – and what a year it’s been!
We seem to be ever more at odds in our society, our
politics, our lives, with the main casualty seemingly being truth – who knew
fake news would be a thing?
And, as I’ve touched on before, we’re further away than ever
from the “dream” existence that we’ve been sold.
When the overriding emotions in society seem to be fear, or
worse still, hate we’re one heck of a long way from Kansas, Toto. So, what to
I guess in most instances, the standard procedure is to mourn the lack of leadership in our society and call for a new type of leader, who can rise above the pettiness, but what if that leader – those leaders – already exist?
Eight top tips for storytelling to make sure you keep your audience engaged.
Consuming stories is something we are programmed to do as humans. From the first cave paintings, to the Homeric word of mouth tales, to the written word, to recorded media, we can’t get enough of a good yarn. What are the top tips for storytelling?
As I talked about in my last post, stories help us understand the world around us and are a primary mode of communication. We just love stories.
The regular interactions between leaders and team members are what form the foundation for an engaging workplace and yet it is an area with room for improvement.
In our team we will soon receive our annual employee engagement survey results. This a regular exercise in many companies and one that sheds light on dynamics of team performance, culture and wellbeing.
It is however only providing a snapshot. A moment in time with limited scope for understanding nuance, personal differences and context. The feedback is highly important and the initial response rate also provides an interesting insight, yet this data must be used as part of a wider approach to engagement if we are to truly create aligned & high performing organisations.
Good delegation and follow up saves the leader time, develops direct reports, ensures work is executed on time to a standard and motivates everyone involved.
Delegation and Follow Up is one of my Quick Coaching Tools. They are exactly what the title suggests. Short snippets of coaching tips, tools and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your coaching practice and professionalism. Because of this you could call it ‘coaching in a hurry’!
Here are six key factors to ensure a new colleague’s successful leadership transition. Taking an active approach to onboarding improves the chances of them being successful sooner, and reduces the downside risks.
Selecting and hiring a new team member frequently
brings me a sense of completion and excitement at having a new colleague to
work with. It is the end of a long search having found someone who will make
our team better, who will improve our organisation and take us to new places.
Now they will need your help and support with their leadership transition.
At the same time, it is also the very start of a long process of adjustment. One that from personal experience tends to be neglected and left to the new joiner to figure out. Not only is the new team member going through a transition to a new role with much to learn, so are their peers who are adapting to a new colleague. If they are a leader, their direct reports all now have a new manager to understand. New vendors or customers to work with. There may be country changes to manage on an international move, also leading to changes at home for any family. Even within the same company, office cultures can differ significantly. Leaving a new employee to work this out alone – whether new to the company or an internal mover – leaves far too much to chance.
Putting that aside, however, what if Greta is right and our
planet is standing Tom Daly-like on its tiptoes on the edge of a very high
diving board and could all too easily plummet into some catastrophic climatic
cauldron? As coaches, mentors, managers
or leaders, are we providing destabilising counsel that cumulatively will
increase the likelihood of that fall occurring?
Or, are we exerting enough influence upon those we work with to cause
them to start to think differently or, cliché warning, to think outside the box?