Executive Coaching

“Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”

Executive coaching is a highly effective process to rapidly develop an executive’s leadership and management skills and increase their contribution to their organization. Coachee (person being coached) gains greater self-knowledge of their strengths and development areas, engages in various development activities that increase their leadership competencies, and acquires new tools and resources to self-manage and adapt their behaviour and style to more challenging situations and roles within the organization.

The executive coaching process begins by identifying the critical knowledge, skills, competencies, and behaviors necessary for an employee to succeed in his or her current or future position. Various assessments are used to determine how well the employee’s management style and competencies align with the requirements of the role, and areas of development are identified. PBC and coach identify development opportunities, design a realistic development plan and meet with the executive’s manager to assure alignment of purpose. 

Over the several weeks/months, Coachee engages in development activities and meets with the Coach regularly to discuss progress, challenges, setbacks, and learnings from the development work. At the end of the engagement, an assessment is done to determine progress and determine next steps. Although the coaching process is structured, each coaching engagement is customized to meet the Coachee’s specific needs and goals.

Components of the coaching engagement usually include some or all these activities:

  • Initial discussions between the Coachee, their sponsoring manager, and the Coach to clarify the Coachee’s role, expected results and priorities, and identify goals of the coaching process.
  • Review of previous assessments, including performance reviews, 360 feedback and other documents.
  • Use of self-assessment instruments, including the Myers-Briggs Type Indicator and Situational Leadership indicator.
  • Creation of development plan, and review with Coachee.
  • Regular one-on-one coaching sessions. The frequency and duration of these sessions will be determined by the Coachee and Coach. Meetings generally review progress towards development objectives, discussion of challenges and upcoming issues.
  • Review of current business challenges and how the Coachee is approaching these challenges.
  • Development of action plan and Individual Development Plan for future self-coaching sessions

The desired result is improved job performance, readiness for greater leadership roles and increased job satisfaction.