Executive Coaching Courses, Development Coaching

Development Coaching is delivered in a non-directive way with a partnership approach, with the coach often acting as a sounding board for the individual.

Development Coaching is a more emergent process than skills or performance coaching. The process begins by identifying the agenda and development goals, but, more often than not, the agenda alters depending on changing circumstances in the client’s world.

Development coaching is highly individualised. Skills and performance coaching tend to operate with either explicit or implicit reference to a common set of competencies or preferred behaviour, while an executive coach undertaking development coaching meets an individual with little preconceived notions of what his or her response to the environment should be. Because development coaching is helping senior executives to develop the capacity to define their own view of successful personal and corporate performance, and strategy flowing from this, it is clearly inappropriate for the coach to interject a preconceived notion of what optimal behaviour or strategy should be.

The coach does this by creating a psychological space, which allows the executive to stand back from the workplace, and then provides a supportive, yet challenging, relationship and dialogue in which the executive can gain perspective on his or her experiences and self, and on his or her leadership task within the organisation.

In order to achieve the required development, change and ultimately more choice, the coach will create different learning experiences and models to effect this change, with the coach’s flexibility being of paramount importance to the coaching process. Complex contracting is required to establish agenda, with regular re-contracting to reflect changing circumstances/priorities. The nature and frequency of reviews and feedback to the sponsor is agreed as part of the contracting.

Duration

  • 1½ hour meetings, every 2-4 weeks over 6-18 months

Typical Issues

  • Rich analysis of current organisation and of managerial/leadership objectives, planning and implementing personal and business strategy in light of these.
  • Identifying strengths and weaknesses in personal performance (through self-reflection and/or feedback) and developing in response.
  • Planning for next role and identifying development needs
  • Charting future career over 1-5 years.

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