Why leaders need coaching  

The coaching industry is poor at explaining to leaders the benefits of employing a highly skilled executive coach. Coaches at Glenn P Wallis have met executives who perceive the work we do as, ‘soft and fluffy’ and not suited to the fast-paced outcome-focused world in which they operate.

Great coaching, done by highly experienced and qualified coaches, works – we explain why.

Adopting a non-judgemental approach, executive coaches meet their clients ‘where they are’ and investigate:

  • the client’s understanding of what they are experiencing, coupled with feedback from other key parties
  • what they and their sponsor think are the areas to focus on
  • the real underlying needs that present during this process.

The best executive coaches do their best to empathise and take time to investigate. They appreciate the systems and environment in which the executive is working.

Highly skilled in understanding people and the psychology of high performance, the best coaches will take a pragmatic view rather than an idealised one.

Great executive coaches provide insights and feedback, to the executive, that people in their organisation can’t or won’t provide, including:

  • dealing with the challenges of relentless pressure
  • leadership style and behaviours that will undermine their credibility
  • communications/relationships with the C-Suite leadership team.

As a result of coaching, previous executive clients have told us they have been able to bring greater awareness to the way they lead. They now benefit from:

  • increased confidence
  • a greater clarity of purpose
  • improved leadership skills
  • greater engagement
  • enhanced resilience and wellness
  • more refined organisational behaviours.

A professional, qualified coach supports an executive to be the best leader they can be, which is far from soft or fluffy.

Glenn P Wallis

Coaching for Leaders and Executives

Click here for further information about Coaching for Leaders and Executives or Contact us

©Glenn P Wallis Ltd

Coaching vs. Mentoring the C-Suite Executive’s Dilemma

There is a misconception that top senior executives and business leaders no longer require a leadership coach, rather an adviser (mentor) who has been in the role successfully in the past.

We, at Glenn P Wallis, believe that this is an assertion built on erroneous thinking. Each C-Suite Executive is very different to the next. It assumes that a mentor’s experience will be of more benefit at a different time and potentially in very different circumstances.

So that does beg the question – how many ex-C-Suite Executives are forward thinking qualified coaches with a commitment to CPD?

The areas of development that the C-Suite Executive requires, will determine the success of the support they receive. A former CEO may be a brilliant mentor, but would they know how to coach effectively? Would they possess the skillset to spot and explore such areas as:

  • faulty thinking
  • personal bias
  • self-limiting beliefs
  • values conflict
  • projection
  • transference
  • counter-transference?

It’s unlikely, unless they have sufficient development in the skills of coaching.

At Glenn P Wallis, it is our firm belief that highly advanced coaching skills, coupled with being a former CEO, would make for the best coaching solution. However, omit the former and you are left with high quality advice that may or may not be fit for purpose. Omit the latter, and what remains is high quality coaching.

In our experience, high quality coaching trumps high quality advice for long-term career success. Because as the old saying goes: give a person a fish and they can feed themselves for a day, or teach them to fish and they can feed themselves forever.

Glenn P Wallis

Coaching for Leaders and Executives

Click here for further information about Coaching for Leaders and Executives or Contact us

©Glenn P Wallis Ltd

3 ways leadership subtlety can improve your pace

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Senior leaders in today’s workplace are required to work quickly. Almost all the time. The expectation is that executives make often quite complex decisions, rapidly. Everyone has to iterate innovation at speed. Many senior leaders I am asked to work with are approaching exhaustion at the relentless pace of work. The challenge here is that the rate of change is not likely to slow down very much any time soon. So how can leaders learn to cope better in this lighting-fast environment? One way to achieve greater capability to work at this pace, is to develop leadership subtlety. In this post, we’ll explore what I mean by leadership subtlety; how it can improve your pace and how to develop the kind of nuance that the very best leaders demonstrate.

What is leadership subtlety?

For the purposes of this article, ‘leadership subtlety’ refers to leaders developing the capacity to respond to situations and to other people, in the widest range of ways. This flexibility of styles is a mark of mature leadership. Mature leadership is not a function of time in the role. There are plenty of examples of very new leaders who have the range of approaches available to them, that engages their team and ensures delivery of great performance. For the sake of balance, leaders who have been in post for a long time but lack the subtlety of leadership approach, are legion.
Leadership subtlety is the direct result of a developed leader. The human being that is the leader, has high levels of awareness, sophisticated worldviews that allow them to be comfortable with paradox, accept the views of others, even when (especially when) they do not accord with those of the leader. Leadership subtlety enables many views and truths to be held together.

What are the three ways leadership subtlety improves pace?

1. Leaders who display the sort of sophisticated thinking and action that we are talking about here, are more likely to focus on the job of leading because they don’t need to be operational. They are clear on their role. They avoid working at a level that is inappropriate to the job they have. This ‘role discipline’ provides greater impact and value across the organisation. Leaders focusing on leadership avoid getting wrapped up in the operational parts of their function. Not easy but vital.
2. Leadership subtlety is accessible to leaders who have a lower ego-need. Such leaders do not need to be the centre of attention, they encourage the ‘best people for the job’ to take control. Leaders who have lower ego needs tend to trust others more. Their ability to retain an idea of the ‘big picture’ allows them to remain more open to ideas and avoid the ‘my way or the highway’ trap so many leaders can fall into.
3. Linked to the previous point, a highly nuanced approach to leadership allows leaders to be more comfortable with glorious failures. Brave attempts that do not produce the desired results, are not an assault on the identity of the leader. Nor are such lacks of success a prompt for criticising the originators of the idea and plan. In such subtlety of leadership approach lies the germ of risk taking, innovation, rapid iteration, agile work. Why? Because people led by such leaders are not scared to make a decision, try something out or just crack on.

Develop yourself to develop your leadership

Developing your ‘Self’ as a human being enables you to live a more fulfilled life but also allows you to lead much more effectively. Your ability to align your actions to your values and your role, improves markedly. Encouraging the creativity and uniqueness of others, maximises the resources of those you lead. Remaining squarely in your leadership role supports high performance and confidence in others too. You working on you, will aid your ability to succeed as a leader in these fast-paced times.
Dr Glenn P Wallis is the Director of Wallis Partnership Ltd a specialised leadership consultancy. When your organisation is ready to make effective leadership a business imperative, you can contact us here we would be delighted to hear from you.

Hidden impacts of leadership progression

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What got you here hasn’t got them here

Your continued rise up the leadership ranks is due, in part, to your ability to deliver high standards. I’m guessing you achieve such goals due to your internal drivers. You would continue to deliver these strong results even when your own boss doesn’t recognise your work. You succeed because of the intrinsic reward you get from seeing a job well done. It’s satisfying.

This motivated approach of the classic self-starter, gets recognised by someone within the organisation and you end up being promoted and asked to lead others. The hope is that you will be able to sprinkle larger and larger teams with some of the magic that you have been seen to apply to your own work. The Board, major shareholders and other key stakeholder will want you to be able to clone yourself.

Unique

And of course, that hope of replicating your talents in others, presents a massive and rather fundamental problem. It can’t be done. Moreover, of all the people tasked with such a challenge, you may be one of the worst placed to achieve it.

What you do comes naturally – to you.

If we accept, you and I are uniquely different, it suggests rather than assume I am able or willing to do what you do in the way that you do it, that you as my leader help me find my own ways to achieve, which fit me better. Nowhere is this more obvious than in the approach to external recognition. We know you don’t need it (much) but it’s likely that I do. If you apply your own standards to me, I am likely to become de-motivated. I need the energy and learning that comes directly from you providing me with feedback and yes, even some praise now and again. If I were motivated in the same way that you are, I would be sitting where you are. I’m not. I’m me and you are you.Stop thinking that I work in the same way you do. I don’t. Give me some recognition. Provide me with some feedback. Stretch me. Support me. I can flourish in my own way.

Glenn provides support for organisations that want to improve a wide range of business results through improving their leadership strength. When you are ready to create a strong leadership bench you can contact Glenn here.

How organisations can produce more with less (and avoid burnout!)

abracadabra-484969_1920As organisations continue to get leaner, there is an oft-heard call to ‘do more with less.’ Such an objective is possible to achieve through increasingly efficient systems and processes; investing in the latest hardware and will soon include hiring your first robot employee that can work 24-7-365.

Human-centred

This post acknowledges that whilst many of the changes listed above are important in the drive for greater efficiency it is also clear that all of these changes, and organisation performance more generally, rely centrally on the performance of human beings. Encouraging people to do even more can be a recipe for increased absence due to stress, high turnover rates as people exit your organisation in the search for a better ‘work-life balance’ and a general sense of employee dis-engagement: Not great outcomes for increased productivity.

So, how can you encourage higher employee engagement and output, as you continue to slim down the workforce, whilst also protecting the health and well-being of those same treasured assets?

Simple. But not easy.

3 Steps

Here are three key steps to ensuring you can ‘do more with less’ whilst simultaneously avoiding burning out your employees.

Ensure people work at the right level

Far too many organisations that I visit, seem to have a challenge with people working at the right level for their role. This is especially true of those in leadership positions. Still keen on rolling up their sleeves and getting stuck in, too many leaders are spending insufficient time leading and too much time doing. This is not a new phenomenon and yet, still far too common.

The system that measures your leadership population (you have one of those, right?) should recognise and reward leaders for leading well and seek to develop those leaders who are not doing so sufficiently.

Recognise your leaders for:

  1. Leading the development of team talent
  2. Reinforcing values and behaviours of the organisation
  3. Innovating in ways that move the organisation/function forward and serve customers better
  4. Whole function/team results
  5. Adhere to/strengthen governance in an observable way
Don’t give ownership

You can’t give ownership, so don’t even try. What I mean is that you can’t give ownership to someone who doesn’t want to take it. Therefore, the best you can to hope for is to set an environment where the levels of accountability for performance are:

  1. Clear
  2. Clearly and regularly communicated
  3. Measured, reviewed and discussed regularly

Leaders who can create an atmosphere where employees know and understand with crystal clarity the deliverables of their role (the ‘what’) tend to produce much higher levels of performance, especially when there is a culture of accountability for said results. A product of such an approach is that employees start to discover the ‘how’ of achievement for themselves: Now that starts to look much more like a team where levels of ownership are high.

How can leaders start to make the transition to increased ownership? Adopt a performance coaching style to your leadership skill set.

Prepare employees for the change

If your employees have been working at a certain level – i.e. well below where they should be – it will be a significant shift when leaders start actually to lead effectively and not getting stuck-in to BAU. Employees can feel really unsettled when organisations make such a change of style leadership. The result can be that employees become somewhat frozen as they try to work out the change of expectation. Productivity can decrease rather that start to fly. So, it is really important to share and prepare staff for changes.

One thing to be careful of at this stage is how you manage the communication to staff. Get this wrong and you’ll be met with rolling eyes and much long sighing, as employees perceive the changes as a way of squeezing even more out of an already exhausted workforce (by their current standards.) Focus on the nature of work i.e. more stretching, that will tap into people’s strengths and interests. Ensure people are also aware that their performance will be more carefully measured and should they need it, more develop will be available for supporting improvements. Then ensure that as a leader, leading at the right level, you follow-through on these commitments through regular one-to-one meetings, mentoring and performance coaching. Simple but not easy.

Dr Glenn Wallis is a leadership consultant that helps organisations develop outstanding leadership in order to improve organisational performance. When you want to develop the effectiveness of leaders and leadership in your organisation, Glenn would love to discuss your needs with you, just contact him here.

Are males or females better executive leaders? (2)

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In the first part of this mini-series we posed at a philosophical question: are men or women better Executive Leaders? We established that it is possible to measure the effectiveness of leaders using a number of approaches and that whilst there were similarities in how the genders would perform there were also some key differences. This post looks more closely at how leaders lead in practice and where we might see differences that could be significant in theoretical battle of the leadership sexes.

To draw some conclusions here I’m going to share my reflections of nearly 20years of working with senior male and female leaders.

Leading People

Having identified that females (generally) have higher scores in measures of empathy, you might consider that they would lead other people better. I think empathy is a key skill and potentially a significant difference between the genders but its not enough on its own. There is so much to leading other human beings effectively that, in my experience, both genders are capable of doing so really well. Indeed male executives who possess high empathy and EQ are some of the very best leaders I have met.

I think a really interesting dynamic for you to reflect on, if you are a senior leader, is do you lead the different genders differently?  I have seen many men who are great at leading other men but not so good at leading women and vice versa. One might suggest that higher EQ would enable you to lead both genders equally well and in theory it should. The unknown factor here is the willingness of those you lead to be led by you. Again higher EQ would enable you, with patience, to find different ways to skin that particular cat. If you lack either patience or the inter-personal skills to tackle that situation you are less likely to succeed. Male senior leaders can often get dismissive in such situations quite quickly. Female leaders can- sometimes to their/their teams detriment –  stick in there too long, in the belief that they can ‘turn’ someone around.

Leading An Organisation

What is an organisation if not a collection of people? Well, there is also the critical element of organisational culture. This is partly shaped by the people but it is also the result of the systems and processes that have been built in to produce the outcomes, behaviours and working environment that we might describe as the organisation’s culture.

Let me at this point ask you a question: What do the following have in common: Enron, BP, Barings Bank, RBS, Lehman Brothers and Volkswagen?

At the time of the associated scandals and disasters of these companies, they had a male CEO. A flawed argument maybe – there are not that many female CEOs – but it is interesting to note that the organisational cultures and leadership flaws, happened on the watch of male leaders.

Easy to throw stones, so let’s move on to a supplementary question: Would a female CEO have allowed such toxic cultures to grow on her watch? Possibly – think HP, Patricia Dunn and the spying scandal. Possibly not.

Whilst it is clear that both genders are able to create positive or negative organisational cultures, in my experience I have witnessed that the best female senior leaders are particularly aware of their role as a corporate citizen. They understand and make manifest very obviously, their role as standard bearers of the culture. Male senior leaders do too of course – but I have witnessed several who operate as if the rules don’t apply to them. They expect everyone else to toe the line but fail to reinforce the culture themselves on anything like a consistent basis. At least, not as consistently as their female counterparts. A case of female compliance? Maybe. But perhaps it takes being willing to flex on your own views and wants, to be an excellent role model of organisational culture.

Sore Made (Judo term for end of contest)

So in conclusion who would make a more effective executive if we were able to find our hypothetically evenly matched leaders?

The answer of course is that it is a draw.

There are brilliant male and female leaders like you. There are also terrible leaders of both genders. The secret here is that you will benefit from observing other leaders – regardless of gender – who do things well, that you are not so strong at and learn from them. Get yourself some objective help to measure where you are starting from and track the progress you are making.

Organisations would do well to create more space to facilitate the recognition and promotion of more female executives, as they offer so much that can help balance environments that are still largely male dominated. Diversity in your leadership cohort, in its many guises, is vital to ensure representation of a range of views and to nuance the organisation’s culture more subtly.

It’s not a contest; it’s certainly not a fight. The objective of great leadership is to help others perform at their very best, drawing on the strengths that they bring to the table. Go lead brilliantly.

Glenn Wallis helps senior leaders in organisations get even better at what they do. If you want to be a leader of character and to lead outstandingly, then you can contact Glenn here. 

Photo: Thanks to Ozzy Delany

Why Execs shouldn’t buy coaching (& how coaches can sell more)

Don't buy coachingCoaching is really well established in many parts of the business world as a method of helping leaders develop highly desirable skill sets, positive changes to mindset and achievement of goals. I know, I’ve helped many senior Executives achieve these positive results and many more.

The thing is, so many coaches, in my experience, are often too wrapped up in the world of coaching. Usually for really positive reasons e.g. they want to understand and develop their craft, which bearing in mind the responsibilities they have in their role, most of us would agree to be a wholly laudable aspiration.

The thing is, most Execs don’t care about coaching per se. What they do care about is results, which bearing in mind the responsibilities they have in their role, most of us would agree to be a wholly laudable aspiration (see what I did there?)

For those really senior leaders who engage with their own development most of them would engage in yogic flying if you could prove it would positively impact the bottom line. The outcome is their focus not the methodology. How a coach does what they do is only of real concern once an approach has been made and even then I find many senior leaders willing to engage in a wide range of approaches if they have confidence that it will help them deliver what they need.

Leaders don’t care

For many busy, under pressure, highly accountable and highly regulated senior executives of large organisations the key point is this, the delivery mechanism of change and performance improvement is much less important than the results themselves. Due to the very subjective nature of individual Executive Development, leaders will firstly engage coaches (and mentors) that have been recommended to them and secondly, those coaches who have a great track record of helping other senior leaders achieve demonstrably great results.

Caveat emptor

Buyers of coaching should not look for coaches, they should look at the results and the areas of focus that those selling coaching and mentoring can demonstrate that they have been able to help bring about. Therein lies a challenge because of the confidential nature of much of what goes on in coaching sessions but there are ways to get at that information.

Coaches could make things a lot easier for buyers by focusing less on their approaches to coaching, their accreditation etc (all important, of course!) and spend much more space helping those purchasing their services to understand what observable differences their work will bring about. For professionals who spend a lot of time being empathic in our practice of coaching it is too easy not to be similarly empathic towards buyers who want to help leaders develop. Think results and outcomes first, approach, methodology etc second.

Glenn P Wallis works with senior executives and teams to bring about significant, positive performance level changes, quickly and sustainably. His focus is on leaders leading in a way that blends strength and clarity with humility and a deep connection with those they lead. If you would like to engage Glenn to work with you or your senior leaders, please contact him here.

 

Me? Exec. development? Of course: Because I’m worth it

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What tends to happen to your own development the more senior you become as a leader?

Yep. It tends to be put on the back burner and you – often for very laudable reasons – support everyone else’s opportunity to grab some L&D, before or in the place of you engaging in development for yourself.

The reasons executives tend to do this are many and varied, including:

  • Selflessness
  • Cost consciousness
  • Sense of being skilled enough
  • Not a priority
  • Insufficient time

Let’s look at each of these in a little more detail in order to help you make a case (to you) for keeping up some development for yourself:

Selflessness

When the reason for senior execs not engaging in development is genuinely that they want to give others the time and the space to do so, it can be a very generous gesture and one that others appreciate deeply. As a strategy it is fine to adopt in the short or medium-term, just make sure it doesn’t become a long-term approach as the pace of change in the business world requires that your own skills as a leader need sharpening often,

Cost Consciousness

Nah, Not having it. I appreciate the sentiment for quoting cost awareness as a reason for senior execs not engaging in their own development but in my experience it is usually an excuse for not actually wanting to undertake development at all. Cost consciousness also misses the key point for me: As the most senior leaders in the organisation you have the greatest reach and influence. As a result you have the opportunity to add the greatest value to the greatest number. Therefore, the better you are able to lead, the greater the positive influence you are able to exercise.

It maybe that you are unable to afford any development as a company – fine. But when things improve, ensure senior leader development is back on the agenda early.

Skilled enough

This is a regular mistake. You may be skilled enough as the Lawyer, Finance Director or Human Resource Director but what about as a person and as a leader? Are you the finished article in these areas and disciplines? I know you are not arrogant enough to suggest you are, so please don’t stop developing your leadership skills and evolving as a human being just because you have a seat at the top table – it’s short-sighted and will limit your career and effectiveness.

Not a priority

Wrong. In order for you to meet the ever changing situations and contexts in which you lead, development should always be a priority. Getting better at what you do is not just a result of attending a Business School programme or engaging a mentor. It might be that you prioritise reading a respected trade or leadership journal every month; it might be as simple as creating an hour a week to review your own performance as an Executive in order to inform how you might do even better next week. Whatever routes you pursue to access your development, ensure that it remains a priority.

Insufficient time

Of all the reasons Executives give for not engaging in their own development this (closely related to several other reasons) is the most oft quoted. I don’t buy it. If you prioritise development sufficiently then you can and will find the time for it. I find it ironic that people often talk to me about their time pressures during a two hour coaching session … ? The other option is to engage in your development outside of work hours, especially where that work is much more strategic in nature, such as developmental coaching. Stop watching the latest season of Game of Thrones or The Crown and use an hour or two of your own time to invest in yourself. Indeed some senior Execs I have worked with see development as part of their own reward strategy for a job well done. Is that an approach you could adopt?

At the nub of much of the obstacle to executive development is understanding its significance to the organisation. If the most senior leaders are well developed human beings, who can lead effectively even when under the often extreme pressure that goes with the role, then the organisation is much more likely to thrive. Yes, those in more junior roles also need development opportunities too but if you can begin to lead effectively from the top, your impact on the success of the business is multiplied simply by dint of the reach that you have. Engage in your development today because “you’re worth it”.

Glenn Wallis provides executive development for senior leaders. He also speaks and writes on leadership. If you want to discuss your own development needs, contact Glenn here.

First among equals: The main reason you have a leaky leadership pipeline

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 – A 5 minute read –

There are many reasons why your organisation may not have a high quality leadership pipeline upon which to call when a current leader moves on, or a new position is created that requires someone to head it up. However, one reason above all others is the most significant contributing factor to the lack of leadership talent patiently waiting in the wings. It is the reason why reports such as Deloitte’s Global Human Capital Trends Report regularly suggest leadership development is so high on the list of concerns for Executives.

Get a handle on these

If you are experiencing a dearth of people who are ready or willing to step up into the role of your most senior leaders, it could well be because:

  • Your current cadre of senior leaders provide a really poor role model for aspirants
  • More junior leaders don’t get an insight into senior leadership roles and so make assumptions about what it must be like to be in such a role
  • Talent programmes alienate both those inside them and those excluded from them
  • Regulatory pressures, such as the Senior Manager Regime, are debilitating and putting a lot of talented people off making the leap into the most senior leadership positions
  • The culture in your organisation fails to support and promote female leaders in the right kind of numbers into the most senior roles.

Whilst these reasons are all important and you will do well to explore them, they are not the largest single reason for your currently empty (or leaky) leadership pipeline. The largest single reason for the very real challenges that exist around leadership succession is that the current in-house leadership population do not typically do an effective job of developing the next round of leaders.

Skills shortage

Senior people tell me they are under such pressure to deliver that they don’t have the time to dedicate to mentoring and coaching their successors. I get it but it’s not the whole story. Time pressures exist, certainly. So do ego, insecurity and self-centredness. Yet even these negative traits, in my experience, are nowhere near as prevalent as some would have you believe.

No, it’s much simpler than that: Developing very senior leaders requires a skillset that many current leaders just don’t possess, even where they are willing to try and where they could prioritise sufficient time to do so. Whilst there are doubtless technical skills required to lead at the highest level, so much of the role requires a highly developed personal psyche and social-cognitive profile. All of which allows for nuanced, responses and complex personal and interpersonal responses to the challenges faced when in the ultimate leadership positions.

A range of solutions

For the technical areas a ‘wannabe leader’ can turn to an external mentor or their current boss, either of whom may have excelled in the role and can share really important insights. Yet, those same people rarely possess the abilities to develop a human being, in order that that person is able to step into a senior leadership role with confidence, able to hold their own in the highly charged environment, from Day 1.

Acknowledging such difficulties in developing pretty deep elements of a person’s make-up, prompts many large organisations to look to experienced leadership development providers, who can provide the highest quality one-to-one support for would-be leaders. It is only through such an approach that many potential seniors leaders will be able to succeed in the long term, as the Executives and CEOs of tomorrow.

Dr Glenn P Wallis provides leadership consultancy and executive coaching to senior leaders in organisations. He also provides keynote presentations and writes extensively from his experience of nearly 20 years in the field. If you would like to find out more, please contact us here.

 

Evolving leaders require evolved coaching

Leaders pass through several development phases as they progress through their career. As they advance, they often seem to require a different type of executive coaching: The need moves from tactical coping through personal issues and thinking, especially confidence related (See this popular LinkedIn blog post I wrote on women leaders). Finally, leaders can face existential and philosophical questions that require exploration of deeper issues such as purpose, contribution and legacy.

Not getting what you need

The issue that arises for Executive leaders is that they often want/need high quality coaching but are provided with support that is not always fit for purpose. Sometimes CEOs and other C-Suite execs receive little more than mentoring from highly qualified and experienced former executives. This can be an excellent intervention in and of itself but is often not the support that the executive actually needs. As suggested, very senior leaders frequently need support that includes an element of ‘Self’ development – a depth that very few NEDs or former execs who are playing the role of mentor, are trained to work at.

Couple this issue of not matching provision and need, with the fact that the coaching industry itself is still a bit of a lottery and perhaps it is not surprising that leadership standards have not improved as much as the $2bn p.a. spent on executive coaching should have produced. Coaches, almost universally well-meaning are not always able, comfortable or confident of working with the most senior leaders yet find themselves in the hot-seat doing their very best but struggling. I know coaches often struggle because many have discussed this very challenge with me. Indeed, I recognise it from my early days of coaching: Feelings of being out of your depth are exacerbated because you so want to help your client.

Internal not external development

Executive leaders, in my experience do want mentoring at times. They want to be able to turn to someone who has been there, done that, got the T-Shirt and in some cases literally written the book about it. When you find a great mentor it can be a life-line for overwhelmed senior leaders. In addition to such an intervention, those charged with steering, driving and supporting the growth and success of their organisation often require high quality, developmental leader coaching. When experienced, developmental coaching does not provide an external life-line via the mentor but more frequently, prompts a wholesale shift of perspective and thinking that provides an inner, highly personal strength, wisdom and clarity.

Dr Glenn P Wallis provides executive leaders with the challenge and support needed to succeed at whatever level of leadership they are operating. When you need such support contact Glenn here.