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Coaching for Leadership

We coach individual leaders to develop their interpersonal skills, the people skills needed to lead team members and work with clients and managers.

Coaching is personal and confidential. People can discuss issues that concern them, explore different options, determine priorities and carry out action plans to suit their needs. Coaching to develop emotional intelligence skills enables a leader to build on their interpersonal strengths in a confidential and supportive environment.

A coach helps you to reflect on where you are at now and where you'd like to be, and then supports you as you take action, step-by-step, to achieve your goals.

With the support and guidance of a coach, you can find your own solutions. Solutions for concerns such as:

  • How do I get my staff to accept responsibility?
  • What can I do to stop my staff always resisting change?
  • What can I do when a staff member ignores my requests?
  • How can I persuade my manager to listen to me?
  • How can I get commitment from my team for a new project we've been given?
  • How can I make better use of my time and not be so stressed?
  • How can I prepare myself for a promotion?

Your coach works as a partner, using a variety of coaching models and tools that help you to:

  • Reflect on your situation, gaining insights into your own beliefs and behaviours
  • Clarify the direction you want to go
  • Take ownership of the process
  • Find solutions that suit you, and your organisation
  • Set goals and develop an action plan
  • Gain a sense of achievement as you make progress

Research tells us leaders list these as significant benefits of coaching:

  • Increased capacity to see the ‘bigger picture’ of the business within which they work
  • Ability to communicate ideas persuasively to others
  • Awareness and understanding of team dynamics
  • New insights and understanding of colleagues behaviours
  • Visible improvements in their own and/or their team’s performance

"Jennifer challenged my way of thinking which now makes me look at my future and the way I live my life differently. By using some great tools, Jennifer helped me set appropriate goals and encouraged me to take some risks."
Manager. Cadbury Schweppes. Victoria

"I learned a lot about myself during coaching. I've learned to recognise the things I do well and try and build on them; and if I manage my time better I can achieve more without working 12 to 14 hours per day. What I particularly liked was that I could say anything, and even when I told you things that I wasn't particularly proud of you could always put a positive/learn-something-from-it, perspective on it."
Manager. Finance Industry

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Coaching Skills for Workplace Leaders

The challenge for leaders at any level is to keep and develop talented staff.

That demands skill:leadership skill and specifically interpersonal skills or emotional intelligence. The skills that translate into knowing what to say and how to say it and when; knowing what to do and when to act; being able to handle difficult situations sensitively; recognising your own and other people’s feelings and knowing how to manage them. The demands can be challenging.

Traditionally leaders are appointed for their intelligence, technical competence and performance. Interpersonal skills are seldom factored into the equation. Training programs too traditionally ignore these skills.

Coaching skills can assist managers to become leaders who:

  • Develop trust, get ‘buy in’ for their ideas and company initiatives
  • Manage change and resolve conflicts
  • Inspire and influence positive actions from others
  • Delegate with purpose and challenge performance
  • Develop emotional intelligence skills in others

"You can only push and shove so far. It isn’t leadership till you somehow touch people in a way that makes them want to contribute to the maximum."
Ralph Hauser. Johnson & Johnson

Our coach training programs equip leaders to handle the key issues that concern them today:

"Two out of five employees are actively considering leaving their current employer within the next 12 months due to a lack of career development and promotion prospects, a poor working relationship with their manager and a lack of opportunity to be creative."
Watson Wyatt, Total Reward Survey 2004.
http://www.humanresourcesmagazine.com.au