LEADERSHIP: COACHING AND SELF-COACHING

Published: 2007-01-20   please add a comment below

Think of your favourite sporting figure!  Who's their coach?  Call to mind how they watch each play or shot – then gently (often almost invisibly) send a message: to relax, focus, push harder or whatever’s necessary.  It's powerful stuff. 

The coach offers many things: experience, objectivity, support.  He or she works with their protégé on both the inner and the outer person - honing the emotions as well as the shots.  Building assurance, as well as technique.

It's no surprise then that leaders also have coaches.  The challenges are similar: performance, loneliness, tiring schedule, constant pressure and exposure.

Think now of leaders you've known, who failed.  Whether from ill-conceived risks; arrogance; cutting corners; or, losing their edge.  And, the common denominator?

From my years of working with CEOs, the most frequent problem seems to be lack of someone, accepted and trusted, to give honest feedback.  And, that absence leaves a breeding ground for mistakes.  The leader may be lucky in a chairman or independent director, who can help.  But, often not.  And, things can end badly.

And, this is where a professional can add value.  But, how does the coach focus discussions, so advice is relevant?  And, ensure the leader asks the right questions?  The key is getting inside the heads of the people being led - those, who need to come on the journey with you.  That's the start.  But, how?

Well, that's what I've addressed in my V|E|C|T|O|R® Leadership framework.  And,  it works well with a coach.  Equally, you can be your own coach.  It's great value - particularly when compared with the corporate and personal cost of serious business or career mistakes.

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®