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the coaching approach

Are You Taking A Coaching Approach?

by Lorraine Barrie, Executive Coach and Senior Consultant with Integral Development Most managers are typically excellent at ‘telling’. To be sure, ‘telling subordinates what to do’ is the right thing to do at times. Telling provides the right answer in a controlled setting, is fast, responds to what the subordinate wants to hear, is easy and simple, ensures quality and is an ego boost to the leader. But a coaching approach requires ‘asking’. Asking has many benefits. Asking builds confidence in others, produces buy-in (people love their own ideas), increases the generation of creative ideas resulting in more options, supports long term development, generates a feeling of value, can actually be faster (they don’t have to come to you!), reduces questions in the future, empowers employees, increases awareness and takes the pressure off of the leader to always be right. Taking a coaching approach requires the leader to use an ‘asking’ strategy. A coaching approach also requires a coachable moment to exist. The coachable moment exists in those times when an individual is open to taking in new information that will affect a shift in his/her knowledge and behavior. The Coach creates the environment where such moments can happen. To be effective, the coachable moment requires a level of mutual trust. Trust is possible when the coach’s intention and words are aligned with the agenda of the coachee and the two have a supportive relationship. The leader is responsible for creating a coaching environment. Intention When we are coaching, our … Continue reading

What organisational leaders can learn from modern military leadership

Empowering Leaders On The Corporate Battlefield

What organisational leaders can learn from modern military leadership by Integral Development Director, Phil Moyle – a former British Army officer Most organisations’ leadership philosophies are based on the follower-leader, command and control structure. We’ve all been in situations when speaking to a call centre or buying something from a shop when you ask a question they’re not expecting, something their standard operating procedure does not cover. The representative says they “need to check with the manager”. They seem unable to make a decision for fear of getting it wrong or making a mistake. The manager then needs to take time out of her/his busy day and make a decision. Whilst it’s not the representatives fault for asking the question, it generally means that they don’t have clarity from their manager. They may be unsure of what their task is or they do not understand the vision of the organisation. It could be that the manager just has not been clear.   Wearing Monkeys   If managers gave clarity and trusted their staff more, this would enable staff to start leading. Staff would become more engaged, responsible and empowered to do the job because the manager has trusted them to do so. Instead of constantly asking the manager to fix the problem, the staff member would have already found the solution and fixed it. The manager is not then continually wearing ‘monkeys’ on her/his back, or spending time putting out fires, or being copied in on unnecessary staff emails who … Continue reading

Workgroup meeting

What is Executive Coaching?
Retrieved From The Archive (2008)

by Jo Doyle (Originally published 24th January 2008)   Executive coaching is a collaborative process where the coach establishes an individually tailored program to guide the aspiring novice or experienced leader in establishing clear personal and professional goals and the necessary action required to achieve them, with the aim to facilitate improved performance and accelerate professional growth and advancement. The premise of executive coaching is that you have the abilities and skills to build onwards and upwards. Executive coaching is all about change for the better and it is up to you to embrace the opportunities the coaching process offers. At Integral Development, this process begins with your completion of the 3600 Leadership & Management Profile, which is then assessed by the coach to determine individual strengths and weaknesses and to identify areas of focus for your personal and professional development. There follows a confidential session with the coach to review your 360 Leadership & Management Profile assessment and your personal and professional aspirations. Depending on what you want to gain, your coach may: Explore areas like your belief systems, values and internal perspectives Listen to your expression of ideas, frustrations, options and challenges Guide you through a different perspective for looking at situations, ideas, self and others.   Next, you establish with the coach a development plan of action based on the SMART goal technique. To facilitate learning and change this may include ‘homework’ (eg prescribed reading). After the plan has been implemented, in further confidential sessions, the role … Continue reading


You’ve Been Found Out!
You’re An Imposter!

By Hannah Fitzhardinge, Senior Consultant, Facilitator and Executive Coach and Director, Integral Women in Leadership Program Imagine this – it’s your first week at a new job, the boss calls you into her office, and asks for your expert opinion on something that is well within your area of knowledge. Do you: A) Stroll casually into the office, speak confidently off the cuff about the issue and walk away telling yourself ‘I nailed that?’ Or do you: B) Freeze at your desk like a roo in the headlights, quickly run through in your head the various excuses you could make to run from the office immediately, drag yourself into her office then forget how to string a sentence together as you bumble through some half-baked thoughts about a topic you actually know really well, and spend the remainder of the day reliving the experience in waves of horrifying self-doubt. If you answered B, the good news is – you’re not alone. In her most recent book, Harvard social psychologist Amy Cuddy unpacks the research on imposterism, or the ‘imposter syndrome’ and her findings are a relief to anyone who has thought that they will eventually be found out as not being worthy of their role in life. Why? Because nearly everyone around you also feels this way! Yep, we all think we’re imposters and that everyone else is better, more qualified, more experienced and generally more suited to the job. In one oft-cited study, two-thirds of incoming students at the … Continue reading


Innovation: The New Dirty Word In Organisations

By Travis Thomas, Business Manager, Integral Development Innovation has always been a core tenant of organisational success for top performing organisations. Everyone knows it. The issue facing organisations today is not ‘how do we innovate’, it’s ‘why aren’t we innovating’. It’s a bit like exercising; we all know it’s healthy and something that must be done, but it’s just all too hard. Think about a 5am run in the rain or lifting weights at 8pm and you’re bound to feel tired just at the thought of it. That’s the same challenge with innovation. The word conjures in our mind the grandiose talent that only the gifted amongst us who own 7 black turtle necks and as many pairs of denim jeans can achieve, all while inventing the next iPhone. Hollywood has done us no great service here. Let’s take a step back and look at the core ingredients in innovation. Willingness to Change In life, we consciously choose to get up and go for a 5am run or we simply say ‘I’m too busy’ or ‘I’m too tired’ and go on with the other things we value in life. Innovation is no different. You must WANT to change the organisation. It’s hard, but repetition builds muscles. Small steps in innovation can build these muscles and the more you use them, the stronger they get. This is where Design Thinking really sets the pace. Think of it as your personal toolkit in the same way you would a coach or mentor. … Continue reading

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