Coaching
Together, we co-create a specific and finite coaching relationship which facilitates
positive change in how a client thinks, feels and the choices available to them
so that they leave each session feeling empowered and with even more energy to
act on the things that matter most to them
Relationship
Change
Energy
Action
Copyright (c) 2016 Fired-up Talent Limited
Flavours of coaching
So, you’d like a scoop of mint-choc-chip, a scoop of vanilla and a scoop of chocolate? Not a problem – Pick yourself a tasty combination from these available flavours:
Diagnostic-led
Using 360-degree feedback data and diagnostic instruments to accelerate awareness of preferences, traits, values and emotional intelligence
Client-led
Where the coaching agenda is determined solely by the person being coached
Tripartite
Where the agenda of the organisation and the agenda of the person being coached is clear to all three parties and respected equally
Programmatic
Where the coaching sessions and coaching agenda are part of a wider, blended development programme and help apply new learning
Typical coaching engagements & impact
Accelerating promotion
A talented Senior Manager in a global IT consultancy was consistently performing against targets but his peers were being promoted ahead of him because he was assessed to be marginally less assertive in the way he led client accounts and other leaders. Working simultaneously on his commercial impact, influence and attitude, he was promoted within the six months of the coaching assignment.
Helping leaders make better decisions
An Operations Director in a UK transport operator wanted to restructure his department to improve performance. With the supportive (yet robust) challenge that coaching brings, he soon realised that he was the one accountable for the poor output: he was shying away from difficult conversations with challenging individuals and communicating vague expectations. Restructure was not the answer. He re-examined his choices, abandoned a costly, unnecessary restructure and chose to lead performance more courageously himself.
Delivering change through leaders
Grade 6 & 7 Civil Servants in a Government Department were coached to deliver on five imperatives for change mandated by the Permanent Secretary. As a result of the forty-two week assignment, each leader evidenced their alignment by virtue of the affirmative action they had taken.
Retaining talented leaders
Having inherited a highly dysfunctional team, its new leader (whose track record was leading high-performing teams) had become very unhappy: Her usual confidence was being eroded by the team’s toxic expectations and it was anticipated that, without coaching support, she was likely to leave this savings and investment business. Within six months, she had engaged her team and they were delivering against KPIs. The organisation also retained her for the long-term.
Resilience and re-engagement
Performance indicators had disastrously replaced strategic objectives in this national company: The resulting lack of purpose had led to active disengagement. Performance was waning. Coaching, together with action learning, became the backbone of a UK change programme. Regional Directors and their teams needed to re-focus on internal customers, external customers and empower their workforce. Even with the threat of regional closures, it was possible to reframe the situation and re-engage leaders to take positive action for themselves and those they led.