Describes Electrocomponents’ new accredited coaching certificate for managers. Liz Hall Global engineering company Electrocomponents aims to improve performance by encouraging leaders to think more for themselves through its new accredited coaching skills certificate. The business has teamed up with Starr Consulting to roll out the programme which will be accredited by the OCM Group and, it is hoped, by the European Mentoring and Coaching Council (EMCC). Sara Wright, organisation development manager said: “Being directive doesn’t improve performance as it creates a bottleneck. To me, coaching is a leadership skill and this isn’t softie namby pamby stuff. It’s about driving performance […]
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The lack of women at management level makes depressing reading. But a mentoring pilot at Clydesdale Bank is successfully addressing the imbalance between the sexes.
Does the end result of a coaching encounter really give the full picture? Do participants even see the outcome in the same way? Examines the critical moments of the coaching conversation
Coaching highly-driven top executives takes a special type of coach. There is no rulebook and the first hour of the pitch is critical for success. How can the conversation be steered into benign territory?
Manager-as-coach Elaine Robinson and her report and client Rebecca Peat share diaries of their second session together by reviewing the goals from the first session.
Although most companies are aware that they have too few women at board level, the gender imbalance continues. Shows the challenges women must overcome if they are to keep moving up the ladder.
Explains how coaching can guide leaders through challenging times when some can falter under the pressure to perform.
First in a short series as manager-as-coach Elaine Robinson and her report and client Rebecca Peat share diaries of their sessions together, starting with the coaching contract
What does it take to be an authentic coach? Sharing the ‘professional you’ is a necessary part of the coaching relationship, but without input from the ‘whole you’, any genuine dialogue is lost
Assesses the Engaging Transformational Leadership Questionnaire (TLQ)
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