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Why Leadership Behavioural Coaching?
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To be successful today, organisations really need to harness the unique skills and characteristics that each
outstanding individual has and find a way for them to succeed within the team or organisation. But a masterful
coaching job builds on a leader’s or leadership team’s strengths while helping them manage the offsetting “limiting behaviours”
that can hamper effectiveness in a team or company setting.
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In today’s companies, most of the really problematic performers have been removed. We are now dealing with an
individual whose financial and technical performance is noteworthy, but the impact of their behaviour on others in
the organisation cannot be ignored. They can fall into one of two categories: either they have such strong technical
skills that the organisation believes that it would not benefit from their departure, or they are the strong choice
for future roles in the organisation but there are several areas that need attention for the leader to be successful
at the next level.
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Leadership Behavioural Coaching can take place post Situational Leadership® training as a support for your plans or we can
integrate the important aspects of Situational Leadership® with the coaching process.
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What is our Leadership Behavioural Coaching about?
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Our Leadership Behavioural Coaching process is based on a Situational Coaching® approach and on a behavioural change model.
We employ “directive” and “non directive” coaching approaches; we do not have a limiting style of coaching.
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How? Click here for an overview of the LBC process |
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Typically candidates contract for 6 coaching sessions over an appropriate and agreed time period.
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Further development.
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We believe it is important to design coaching engagements to deliver against the specific strategic needs of each
client.
For some clients, this need includes complementing our coaching services with training some of the client's
own staff to provide internal coaching.
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Andy Maggs heads up our coaching division. Andy is an experienced HRD management consultant with combined strong
business development and operational management experience. This includes positions with Rolls Royce, British
Airways, Forte Hotels and Dun & Bradstreet. Andrew has operated at senior management and director levels for the
last 15 years. During this time it included running a prestigious business unit for Guinness Plc, employing over
300 staff with a turn over of £35million.
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