Training your leaders to be coaches is a brilliant idea in theory: your employees will be better supported, and challenges and behaviours aired and addressed efficiently. In reality, this is seldom the case.
HRDs and CEOs regularly comment that ‘coaching their people’ is a key skill that their leaders need to improve and do more of. However, while coaching does have a significant impact on engagement and performance, traditional models and approaches to coaching aren’t always successful, or appropriate, for leaders to carry out.
I was joined by a long-time colleague, Julie Havard, who has been a consultant and executive coach at The Oxford Group for 16 years. Julie works on a global scale, and supports me in managing relationships and in coaching projects.
With Asia’s accelerated market growth and its importance within the global economy, there is clearly a real need for leadership development and coaching programmes to ensure optimum employee engagement and productivity within these fast growing organisations.
Mentoring is a process that provides medium-term, regular support that enhances an individual’s current performance and maximises their potential for the future.