Leadership Development

360 feedback is a great way for leaders to get a different perspective on how they are performing, as well as their strengths and development areas.

This process is all part of developing the client’s self-awareness, particularly their awareness of how others see them, which then shapes how they see themselves.

I will gather feedback from your identified stakeholders and identify the common strengths and development areas within it.

I will work with you to receive the feedback with a positive mindset, so that you are able to share your reflections on the feedback with me. You then decide what you want to take from the feedback to shape your coaching goals or other development plans.

Throughout my career, I have designed and delivered many leadership offsites or awaydays (call them what you will).

Setting up an offsite for success depends on understanding where the team are, what challenges that team is facing, how team members interact with each other and what they think is important for them to focus on at their offsite.

This understanding is gathered from discussions with the offsite sponsor, who is often the leadership team leader. Capturing the themes that the leader sees as key, then sharing these with the offsite attendees in 1-2-1 calls and asking them what else is important to consider is a great way to co-design the offsite.

I will design the offsite to explore the agreed themes, using tried and tested exercises to engage the team and facilitate shared thinking, planning and connection.

One of the reasons coaches can make great offsite facilitators is that they know that when people explore a topic, develop their self-awareness around it and come up with their ideas as to how to move forward, they develop greater feelings of responsibility to see things through than if they are simply told to do something.

Imagine the scenario where a critical role in your organisation is vacant for six months, either because the incumbent went somewhere else or needed a leave of absence!

Do you leave the position vacant, get an expensive (unknown) interim in, or take a punt on someone internal who might be up for it, or do you already have an identified and developed successor ready to step in?

• Set up a succession planning board which oversees succession planning (this may be your organisation’s board).
• Identify the critical roles in your organisation that you need identified successors for.
• Capture the key criteria for these roles.

• Identify your potential successors and assess their readiness based on how well they match the role criteria now and rank them.
• Prepare Development Plans for successors to get them “ready now”.

Carry out analysis of your data to identify themes and focus areas for improvement.

I can design and deliver leadership development programmes to your specific needs. Working with you as sponsor and the programme’s attendees through a diagnostic phase to identify the key development areas, before designing the programme delivery.

A global team of 16 individuals with similar roles and seniority who wanted to connect more as a team, share common challenges, solutions and experience and generally get to know each other better.

The programme design was based on conversations with three sponsors and a number of the participants. This formed the basis of the diagnostic themes for the programme.

• Connecting as a team
• Developing active listening and peer coaching skills
• How to better communicate with their front office colleagues
• How to manage difficult conversations and stakeholders
• How to manage their own resilience.

The design focused on encouraging the participants to share experiences and challenges they had faced and peer coach each other in the process.

The programme was delivered as five two hour online sessions over a four month period.