Myself and my management team, as well as groups of our Lead and Senior staff, have all benefited hugely from the tools, knowledge and insight that Carol has been able to coach us in.
From structured group training to individual coaching, Carol has been able to help boost the confidence, ability and most importantly the attitude of key staff within our company.
I would not hesitate to recommend Carol to any business looking to develop their staff, equip them with great tools and help create a positive and progressive culture.
Managing Director, Realtime UK
According to a report in the Harvard Business Review, the three main reasons organisations engage coaches are to:
A footnote to these figures being that coaches are no longer appointed just to "usher toxic leaders out of the door" but that a coach’s role is to have a broader and longer-lasting impact on the business. This means a coaching relationship.
Coaching is a useful way of developing people’s skills and abilities, and of boosting performance.
A coaching session will typically take place as a conversation between the coach and the coachee, and it focuses on helping the coachee discover answers for themselves. People are much more likely to engage with solutions that they have come up with themselves, rather than those that are forced upon them.
In some organisations, coaching is still seen as a corrective tool, used only when things have gone wrong. But in many companies coaching is considered to be a positive and proven approach for helping others explore their goals and ambitions, and then achieve them.
Coaches in the workplace are not counsellors, psychotherapists, gurus, teachers or trainers – although they may use some of the same skills and tools.
Coaching borrows from both consulting and therapy. It is a widely accepted professional opinion that future leaders will need regular and focused coaching as the business environment becomes more complex. As their world constantly changes, so they are more than likely to turn to coaches for help in understanding how to act.
Coaches can do more than influence behaviour; they can be an essential part of the leader and their team’s learning process - providing knowledge, opinions and possibly judgement in critical areas.
As it is a relationship, having the right coach/client match is absolutely key to the success of the experience. Without it, additional effort is required on both sides and the trust required for achieving optimal executive performance simply will not develop.
Reports indicate that only 8% of UK organisations believe that they have an excellent leadership pipeline. It is clear that companies are struggling to attract, retain and develop the leaders which will shape their future.
Coaching is a proven way of taking individuals with evidence of promise and working with them through a structured process to increase and develop their leadership skills.
For people at the top of the tree of the organisation you often hear the phrase, “it's lonely at the top”.
People in these roles require sounding boards, idea generation processes, analysis of decisions they are making, business relationship assessment and more. They require an individual to work with them that they have implicit trust in where they can share and discuss business strategy ideas.
"What coaches can do for you" Diane Coutu and Carol Kaffman, Harvard Business Review, 2009