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 The Lift Effect takes executives on a ride of a lifetime, using a network of people, experiences and processes to lift leadership performance. 

- Clare Goodman

The Lift Effect Blog

3 Reasons to hire an executive coach

Coaching 2

Congratulations you have made the move from a “doer” to a “leader”. You are now experiencing the challenges that come with moving from subject matter expert to generalist, from managing yourself or a small team to leading a business unit or company, from being responsible for your own behaviour to setting the tone for a whole organisation and most importantly from delivering results yourself to delivering them through a team.

The question becomes how do you manage that transition? Where do you acquire the Leadership skills necessary to be successful when likely as not most of what you will be doing in this new role you have never done before. All of this whilst the teams who work for you are watching and looking to you for strength and leadership. Unlike almost and job or promotion the one that moves you into a leadership role comes with almost no training at all. It seems to be expected that great managers or subject matter experts will just transform overnight into amazing leaders.

Enter the executive coach. There is nothing in your working world that is focused 100% on you. Am executive coach is somebody dedicated to helping you move from where you are to where you want to be. Imagine what you can achieve with the support and accountability that comes from someone 100 percent focused on helping you achieve your goals and maximizing your potential. When else in your career will you ever get the opportunity to experience that.

Traditional coaching conventions say that any coach can coach anybody using the right coaching tools. Reality is often different. In the real world, a business coach is also a mentor, a strategic partner and trusted advisor. It is therefore essential to find the right coach for you with the experience and battle scars to help you in your transition to leadership. If an executive coach isn’t something you’ve already considered here are 3 reasons why you should.

1) Accountability.

As you move into your new leadership role you will find that there are more groups vying for your attention, more decisions to be made, more problems to solve and more stakeholders expectations to manage. As a successful individual you will no doubt seek to meet all of these new demands. More often than not the promises that get broken first are the ones we make to ourselves. A business Coach challenges you to stay accountable to your own development, to strategize and develop your goals whilst meeting all of your other responsibilities.

2) Mentorship

As a new leader, almost everything you do, you will be doing for the first time. A business coach will challenge your thinking, your strategy and your willingness to continue to grow and develop. As someone who has “been there” and “done that” a business coach can act as a mentor based on the experiences they have had and provide a unique insight that broadens your business awareness

3) To challenge your thinking

A good business coach listens without judgement and is able to ask insightful questions that challenge your preconceptions and open new thought processes. Your business coach has no ulterior motive their only desire is to develop you, your thinking and help you to be the best leader possible. Nowhere else in your professional environment will you find a resource as powerful as a good business coach.

 

There isn’t a successful sporting team or athlete in the world that does not have a coach, successful business leaders are no different. If success and growth are what you are interested in then a good, experienced executive coach is exactly what you need.

To find out more about executive coaching or to book a free 30 min coaching session speak to one of our executive coaches here

 

 

 

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The role of choice and control in uncertainty and ambiguity

NEW buttons So how do leaders feel about uncertainty and novelty? It’s an interesting question and I decided to test out some of my clients. I chose a simple questionnaire from Todd Kashdan, a Curiosity Researcher, that looked at two levels;

  • Whether an individual seeks out novelty
  • How an individual feels about embracing change when it is presented.

These are two very different dimensions. The data showed that the ten senior leaders surveyed showed a high response to seeking out novelty. However they scored 30% lower on their willingness and comfort to embrace change when it is presented. In interpreting this very simple assessment, it seemed that individuals are much more comfortable in seeking change, novelty and uncertainty then when they have no option. The common factor that seems to emerge is the perception of choice and control. In seeking out novelty and the unknown the leader perceives that he/she has a degree of choice and control, when change is thrust upon you, it is easy to perceive that you have no choice or control.

Although this research would not stand the rigours of any University worth it’s salt, it’s an interesting thought that I have used to help my coaching clients;

  • Reflecting on what works – asking a client to think about times when they have sought out novelty and uncertainty, and helping them to think about how they did that, what personal strategies worked.
  • Building a link – using these past memories to help them to think about how they can approach their uncertain situation differently
  • Creating a perception of choice and control – identifying key aspects of their work or situation that they have a choice over or some degree of control and using a process of reframing

Incidentally I also asked three meditation teachers to complete the questionnaire to see how their approach would differ from the senior leaders. Indeed they scored 15% lower than the leaders in seeking out novelty and uncertainty, however their score for embracing change was almost the same to their score for novelty. The two domains under investigation did not show any significant difference, so they felt equally as comfortable with seeking novelty and uncertainty and embracing change.

More work to do obviously, but an interesting mini research project.

Clare is researching Ambiguity and Uncertainty and the Impact of Leadership Effectiveness for her Doctorate.

 

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What is the ‘potential’ in high potential?

Organisations invest heavily in their high potentials with training, coaching and mentoring often offered to prepare them for bigger roles. But what does a high potential leader look like? Strangely enough according to a research paper called ‘Learning Agility: a construct whose time has come’, high performance is not necessarily a good predictor of future success. In fact, success in a current role does not guarantee success in a different role. So what does? Researchers have been looking at this critical question and discovered that an individual’s learning agility is a much better predictor of success especially where a leader is transitioning from a known role to an unknown or novel role.

The authors go on to claim that ‘ The assessment of learning agility, we believe, will likely become a critical component of talent management practices in most organisations during this decade’.

Learning agility is ‘ the willingness and ability to learn from experience and subsequently apply that learning to perform successfully under new or first time conditions.’

In another piece of research entitled ‘ Learning Agility as a Prime Indicator of Potential’ the authors hypothesized that high potentials with a higher level of learning agility would perform better once they had been promoted. Indeed this hypothesis was borne out, the more successful leaders, once they had been promoted did indeed score higher levels of learning agility.

In FYI for Learning Agility, the authors highlight four types of learning agility;

  • Mental agility – they are excellent critical thinkers who are comfortable with complexity, examine problems carefully and make fresh connections.
  • People agility – they know themselves very well and can readily deal with a wide variety of people and tough situations.
  • Change agility – they are curious, like to experiment and can effectively deal with the discomfort of change.
  • Results agility – they deliver results in first-time situations by inspiring teams; they exhibit the sort of presence that builds confidence in themselves and others.

And leaders high in learning agility would;

  • Seek and have more experiences to learn from
  • Enjoy complex first time problems and challenges associated with new experiences
  • Get more out of these experiences because they have an interest in making sense of them.
  • Perform well because they incorporate new skills into their repertoire.

So a high potential is someone who is a high learner, able to adapt, change and grow in ambiguous situations.  So how do you spot those high in learning agility? There are assessment tools available on the market, however the research shows that a boss is more likely than peers or direct reports to identify high learners.

The need to identify high potentials is a critical one for organisations and it is worth thinking about how you are assessing these leaders. As a practitioner in the Leadership and Development field I am often asked to work with a group of leaders that have been identified by their level in the organisation, performance or personality and company fit. Let’s change the conversation and start to talk about potential in terms of an individuals ability to learn, adapt and grow.

Articles;

  • Learning Agility; a construct whose time has come – by Kenneth De Meuse , Guangrong Dai , George Hallenbeck  2010 Consulting Pysch Journal
  • Learning Agility as a Prime Indicator of Potential – by Robert Eichinger, Michael Lombardo – Human Resource Planning
  • FYI for Learning Agility – published by Korn/Ferry International 2010

 

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Making behavioural changes stick

Only the wisest and stupidest of men never change.

Confucius

Many of us want to make change yet often than not we are met with failure. As a Leadership Coach and Facilitator I work with many people and organizations who want to change and yet struggle to make change stick. Why is that? What can we learn from neuroscience that can support the process?

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