Executive Coaching Skills for Line Managers & Team Leaders

Executive Coaching can make a significant difference in helping individuals – and teams – including performance improvement, the acquisition of new skills, increase awareness of one’s impact on others, and speed up the assimilation of a new hire. This In-house programme will show you how.

In-house Training Services and Consultancy

Executive Coaching can make a significant difference in helping individuals – and teams – including performance improvement, the acquisition of new skills, increase awareness of one’s impact on others, and speed up the assimilation of a new hire. The role of the coach is non-directive and the process is collaborative in nature. As such it is a “different” activity to that undertaken by most managers most of the time. An awareness of what coaching can – and cannot – deliver significantly enhances a manager’s people management repertoire.

Why this In-house programme matters

The role of the line manager as the “bridge” between the team and the organisation remains critical, despite decades of delayering and outsourcing. A particular issue these days is retaining key employees and effectively managing performance. Coaching skills can enhance the capacity of line managers to deal with people issues and employee expectations more effectively. An additional benefit is the self-awareness participants will gain.

Our recommended two-day In-house programme provides a practical and pragmatic introduction focused on organisations and line managers wishing to understand how executive coaching may enhance their team and people management skills and support performance improvement. Delivered by qualified executive coaches with a broad range of organisational and interpersonal experience, we supplement formal sessions with small group work including role plays, exercises and observed coaching practice. Participant numbers are limited to eight to ensure opportunities to practice and receive feedback are maximised.

We focus on:
  • The organisational and personal context within which executive coaching sits
  • The stages in an effective coaching process
  • When and how to use key coaching techniques
Understanding Application Reflection
Concepts Learning by doing Outcomes?
Context Experimenting with a safety net Consequences?
Ethics Practice and feedback Issues?
Value-added Actions?

 

Your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Sample programme

The programme

DAY ONE

What is Executive Coaching?
  • What?
  • How?
  • When?
  • Why?
  • The 80/20 of executive coaching

The changing role of the Line Manager as Talent Scout, Performance Manager and Career Manager?

The stages
  • Initiation
    • Understanding the context and necessity for coaching,
    • Contracting – with whom and what for, terms of reference and agreeing what “success” will look like, building appropriate relationships and creating appropriate boundaries
    • being mindful of coachability

Building
** Communicating effectively; listening, questioning and reflecting
** Facilitating learning and development for the participant
* Delivering
** Surfacing the need
** “Going with the flow” and staying focussed
** Non-directive
* Reviewing
** Discussion
** Observation
** Reviewing progress and working with feedback
* Ending
** Managing closure

Dimensions
  • Stakeholders – the Bermuda triangle; managing roles and boundaries
  • Managing expectations, goals and deliverables,
  • Understanding individual and corporate responses to change,
  • Feedback and confidentiality,
  • Logistics, duration.
Identifying the need?
  • Role plays and exercises to explore needs/ wants and potential responses
  • Other responses including mentoring
Coaching skills
  • Business/organisational life knowledge and life experience
  • Values
  • Curiosity
  • Interpersonal skills
  • Assessment skills
  • Flexibility
  • Linking
Tools and processes
  • “Tests”!
  • Role reversal
  • Maintaining a diary
  • Reflection
  • 360 feedback
  • Practice
  • The process itself
Outcomes and measures?
  • Individual
    • Reaction
    • Learning
    • Skills
    • Behaviours
    • Results
    • Peer observation

Organisational
** Accelerated assimilation
** Improved retention
** Improved performance
** Behavioural change
** Enhanced awareness

Action Planning and close of course

The Expert Trainer

Stuart McAdam has occupied a variety of senior roles during his career, necessitating strategic understanding, operational management skills and a pragmatic, hands-on approach to delivering effective, lasting change.

He worked for the local government employers organisation, LACSAB (Local Authorities’ Conditions of Service Advisory Board) as a Principal Officer in one of the national pay bargaining teams and subsequently for the Confederation of British Industry focusing on effective employee communications and involvement. He was a Principal Consultant at KPMG and then Group HR Director at M&G Reinsurance and became the Executive Board Member responsible for Global HR at Swiss Re Life & Health when M&G Re was acquired. He was subsequently Global HR Director at GE SeaCo, the container leasing business. He has worked as an executive search consultant, focusing on Risk and Actuarial needs and was a Lecturer in Management Studies at Nene College, Northampton.

Stuart attended Marling School, Stroud and read International Politics at Lancaster University, subsequently gaining an MA in War Studies from Kings College London and an MBA from Bradford University. He is a licensed Master NLP Practitioner and trained as an executive coach at the School of Coaching and The Tavistock Institute. He is a registered user of a number of psychometric tools including the Hogan inventories. He is a Chartered FCIPD, FRSA and a Member of the Association for Coaching.

He has contributed articles to a variety of journals and spoken at a number of conferences. He co-wrote “Be Your Own Management Consultant” (FT Pitman), along with a chapter on the same theme for the “FT Handbook of Management”. He contributed a chapter on Talent as part of the Henry Stewart Management series and his book, “Executive Coaching” (Thorogood Publishing), recently became available in Polish as well as English.

Stuart is Principal Consultant at New Futures Consulting focusing on executive coaching, talent and career management and the effective management of change.

Anthony Wills has a wide range of experience of leadership roles. He was a senior officer in the police service and the CEO of a national charity. As a Metropolitan Police Chief Superintendent he commanded all policing within a borough and controlled 650 staff and a budget of £25M. As CEO of ‘Standing Together Against Domestic Violence’ he drove national change in the practice and response to domestic violence and led on national policy guidance in this area.

He trained as a coach at the Tavistock Institute and has worked with a range of clients. He strongly advocates the importance of the personal ownership of one’s career and the achievement of each individual’s potential. He has supported individuals as they have reviewed their performance, career direction and motivation. He believes that executive coaching is a significant asset to those who seek to recognise and understand their career drivers.

Since leaving the charity Anthony has taken up a number of new roles. He is the independent Chair of the Westminster Safer Neighbourhood Board that is designed to hold the police to account for their performance within the local community they serve. Additionally, he is chairing two domestic homicide reviews that seek to establish the lessons to be learnt, both locally and nationally, which would prevent further similar deaths.

His life experience and personal skills, not least his ability to listen reflectively and support an individual’s needs, combine to make him a very approachable individual and an outstanding coach.