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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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Leadership lessons from leaders in high risk and ambiguous environments

High risk and ambiguous situations – perhaps I mean mining or banking, in fact there are great leadership lessons for corporate leaders from the fire service. These leaders face highly dangerous and ambiguous environments and have to make life and death decisions quickly and under pressure. So what can corporate leaders learn from leaders in high reliability organisations?

Benjamin Baran and Cliff Scott were curious and conducted exploratory research in 2010 on the Fire Service in the US. The researchers collected near-miss reports from stations across the US and analysed the results for key themes and patterns. This was an inductive process and they were able to identify a number of strategies that these leaders used effectively in highly ambiguous and dangerous situations.

They found that leaders were able to organise the ambiguity through;

  • Framing - leaders were able to make sense of the environment for others and provide direction setting and a degree of knowledge
  • Heedful interrelating - leaders were able to communicate with others by clear verbal communication, along with role modelling desired behaviours and role acting which is behaving in alignment with role expectations. Another key component was trust.
  • Adjusting – the ability to rapidly adjust behaviours due to changing conditions

The researchers found that this mixture of behaviours, actions and processes were linked to managing high risk situations with lower numbers of injuries or casualties. When there were gaps in these components the injury rate increased.

Future leaders need to be able to lead confidently in ambiguous and complex situations where they may not know all the answers. They would do well to reflect on the leadership strategies of these firefighters.

Article;

  • Organizing Ambiguity: A grounded theory of leadership and sensemaking within dangerous contexts by Benjamin Baran and Cliff Scott, Organizational Science, University of North Carolina – 2010 Military Pyschology

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Technical managers lack leadership?

You are a senior manager with excellent technical skills and capabilities but you struggle with leading your team and making the transition from technical manager to an engaging and effective leader. You may be regarded as a high performer in your area of expertise, however you see the need to develop skills and confidence in leadership. You struggle with the shift from knowledge expert to people management and would like support to help you make the shift more smoothly.

Clare Goodman offers interventions that work.

Evaluating individual strengths and gaps of the new leader

  • 360 process
  • Strengths assessment
  • Personality tools
  • Analysis of individual derailers

Development of the individual leader

  • One to one coaching
    • Face to face
    • Telephone
    • Skype
  • Observed feedback with coach and actor
  • Video feedback with coach and actor
  • Shadow coaching

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