Since the Global Financial Crisis of 2008, strong leadership has become an urgent need in businesses around the world. In the Global Human Capital Trends report published in 2015 by Deloitte, Building Leadership was ranked as number two priority for business amongst the 3,300 companies surveyed across 106 countries. We are beginning to realise that the success of our people, perhaps more than ever before, requires successful leadership practice. But where to begin?
With the blurring of lines between work / life, and the rise of flexible working arrangements, employee engagement and retention is the number one challenge facing senior people in organisations today. Those who are not engaged, motivated and rewarded for their work have more options for moving on and less patience than in years gone by. Creating and nurturing a highly functioning team is an essential skill for today’s leader, no longer an optional skill set.
The fact is, you can’t eliminate the need for continually developing your leadership skills. The good news is, professional leadership coaching is more accessible than ever before! Your coach is your professional partner who will walk with you, as you discover new strengths and develop new expertise along the way.
“I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable” – John Russell, Managing Director, Harley Davidson Europe Ltd
Whilst outcomes for professional coaching will vary widely based on the individual needs, preferences, beliefs, values and actions of the client, those undertaking leadership coaching can reasonably expect to achieve some or all of the following outcomes at the completion of the coaching programme:
Increased effectiveness when communicating within their organisational structure.
More awareness of the role of their beliefs and actions to becoming a great leader
Increased ability to build rapport and connection with their team.
Applied understanding of a single human behavioural model with concrete application in interpreting and influencing workplace behaviour
Increases capacity to tap into the business vision and articulate it to the team.
Ability to think more clearly and perform better under pressure.
Pre-industrial age – families were poor but worked together, man and child in the fields bonding. Kids playing in the village together, neighbours pitching in.
Industrial age – men went to work in the factories, children helped out in places such as the coal pits, the family unit became a little more broken, however the family was a bit richer. The family came together in the evenings, played games and conversed (no internet)
Information age – The fathers are in better healthier jobs but working longer hours, the internet allows home working meaning the effective working day is longer than it should be. The kids are on screens with their “virtual friends”, dads miss the evening dinner with their kids and barely make it back in time to put the kids to bed, though the family is now wealthier.
Guys, we have been brought up with BE STRONG, BIG BOYS DON’T CRY, STIFF UPPER LIP. We have to be the strong provider for the family, the “front” of the family.
What this means is that we tend to build a brick wall that is painted and perfectly pointed, looks strong to the outside world. However if we look at what’s behind the wall that we have put up then we see a garden full of weeds, the path is overgrown and the wall is in fact a brick veneer, attached to a rotting wooden fence that is eventually going to fall down
We need to be vulnerable, we need to show people what is behind the wall that we have put up then people will notice the weeds and offer to help us bring the garden back to how it should be.
We are then strong inside and out.