“It’s a complex and complicated world that the Executive lives in: there are expectations to deliver more for less; to manage a growing army of stakeholders; to motivate an increasingly disenfranchised workforce – and maintain a work / life balance.”
Using Emotional Intelligence as a foundation, Neil carries out Executive Soundboarding, Executive Coaching, and Team Cohesiveness.
In most cases, as an Executive, it’s a strong chance that you speak to people with a vested interest – and so there will be a bias in the conversation. Add to this, the people being spoken to have their own opinions to voice which can sometimes drown out your own thoughts.
A key part of Neil’s work in this area is Executive Soundboarding – confidential offsite sessions that give your leaders room to think and reflect.
The modern leader has to effectively engage with a complex and shifting environment: rising costs; diminishing budgets, increasing customer / stakeholder expectations – add to this market disruption, (cost pressures leading to flatter organizations, executive managers with more direct reports, “speed to market” as a competitive advantage with time pressure, etc.) executives have limited opportunity to devote time and energy to their own development as leaders. “Most executives struggle to fulfill the responsibilities of their positions and are too busy and too stressed to step back and learn from their experiences or to implement changes to satisfy best management practices.”
The reasons for choosing coaching go beyond the need to correct or resolve problem behaviors or poor performance issues. Executive coaching is also chosen to develop executive-level skills, developmental and growth needs which impact the entire organization.
In a study by Diane E. Lewis, respondents identified a variety of reasons for hiring executive coaches.  The reasons cited below encompass both problem solving and developmental emphases. They could also be described as change-oriented, with an emphasis on supplementing and refocusing the participant’s skills, or growth-oriented, with an emphasis on accelerating the learning curve for high-potential or recently promoted executives. The percentage of respondents citing that particular reason is in parenthesis:
To develop the leadership skills of high-potential individuals (86%).
To improve the odds that newly promoted managers would be successful (64%).
To develop management and leadership skills among their technical people (59%).
To correct behavioral problems at the management level (70%).
To help leaders resolve interpersonal conflicts among employees (59%).
Whether you are leading a startup, an SME, a division / unit or large corporation, contact Neil to organise your first complimentary meeting.