“Chris Smith” (name anonymised) was a senior leader within the organisation, and had held that position for over seven years. He was considered to be highly successful within that role, which included promoting, guiding and managing government information as a strategic business asset.
His aim in receiving coaching was to “raise his game” by being a more effective leader – at times he struggled to influence others, and was not aware of his full leadership impact. Ultimately he wanted a promotion to the next level, which represented a significant step.
Over 10 fortnightly sessions, using a non-directive approach and a structured coaching model, the coaching sessions were used to explore and improve Chris’s leadership impact. Throughout the coaching period, coach and coachee worked collaboratively to identify, implement and review the impact of behavioural changes. Through the use of tried-and-tested coaching theory and processes, Chris’s unrealistic and unhelpful patterns of behaviour, including his significant blind spot, were challenged and replaced by effective, engaging behaviours that allowed him to effectively influence others.
At the end of the programme, Chris Smith articulated a number of positive outcomes, which were supported by the perceptions of his colleagues: Enhanced leadership confidence and effectiveness, a greater understanding of how to influence others, mobilisation of a broad range of communication and influencing styles, greater understanding of the impact of behaviour on relationships, greater understanding of the change process and how to implement effective change in others, improved performance of self and team, improved strategic planning and business development.
Chris was delighted to receive his promotion to the leadership council, six months after completing his executive leadership coaching