How can leadership coaching help new leaders transition into their roles?

Many leaders will not embrace coaching for themselves. It is not a secret that at executive and C-level there is a higher risk of getting leaders with narcissism, bipolar, sociopath or psychopath behavior. It is important as a coach not to be "fooled" or "manipulated" by they agenda which can be double sided... If you by accident reveal the true face of this kind of leader you will risk to be terminated and excluded. So an important point at this level especially is the contracting. How to protect yourself and also make sure the financial agreement will be safe, is crucial. Make sure to have a legal standard contract that will hold up in court. As an independent executive coach you are exposed and vaulnable to corporate lawyers.

Coaching is about investing the time and energy into growth. It is not a journey we can do alone and the coach is the guide and the compass to helping you find that optimal path. As leaders it is a pre requisite to continually grow so if not with a coach, then who?

Leadership Coaching, wie ich "Empowering Executives" beschriebe, fokussiert auf die Entwicklung eines Coach-Mindsets bei Führungskräften. Es geht darum, Mitarbeiter zu ermächtigen und Eigenverantwortung zu fördern, indem Führung durch Einfluss, Inspiration und Aktivierung des Mitarbeiterpotenzials stattfindet. Coaching unterstützt Führungskräfte dabei, ihre emotionalen und zwischenmenschlichen Fähigkeiten zu verbessern, was nicht nur ihrer persönlichen Entwicklung dient, sondern auch eine positive, leistungsstarke Organisationskultur fördert.

Most people get promoted without any training, coaching or mentoring. Management short courses don't address a major gap: What is leadership and why is it important in a Manager or Senior role? A true leader doesn't 'manage people', he or she enables people to do their best and empowers them to contribute their unique expertise. Whilst Leadership Coaching is very useful for someone who has not had a senior role in the past, a Leadership Mentor is more appropriate for someone who has at least 5 years of experience in a management role. This is how I empower my clients to develop their own Leadership Style rather than manipulating them to acquire a set one.

One of the key elements that I believe leaders need to development is self-awareness. This can be achieved through journaling, self assessments and 360 degree feedback for example. Coaching also provides a useful process to enable self-awareness and identification of behaviours that may not serve leaders well. Thought blocks and unconscious bias are often key elements of our ‘blind spots’ and coaching can assist with identifying and creating awareness with individual leaders.

Moving from individual contributor to “leader of others” can be one of the most rewarding - and challenging - career transitions. The skills and expertise that contributed to your performance and progress, while still important, are now secondary to your ability to achieve with and through others. Coaching can help you build the self-awareness required to both “lead self” and “lead others.” Working through things such as your leadership brand, personal and team goals, barriers to progress, and even your personal origins can accelerate results.

It is not only new leaders who need leadership coaching. I would make the statement that seasoned and senior leaders often would be more of a need than a new... for the same reason that a new leader lack experience and grit, a seasoned and senior leader lack insight of the self and selfawareness of blind spots, wounds and shadows collected over the years.... Being in the game make you the old dog unaware of learning new tricks or even being in denial.... In the present time of mental health in organisations, the coaching of seasoned senior leaders will leverage and develop their mindset, authenticity and empathy to make other people perform through passion, meaning and purpose instead of fear, uncertainty, gaslighting and power games.

Transitioning into a leadership role requires a distinct skill set beyond expertise in your field. The assumption that promotion automatically equips one with leadership abilities is common. However, not everyone becomes a natural leader overnight. A combination of training, mentoring, and coaching can assist with developing the skills needed for effective leadership.

While leadership coaching is helpful for new leaders, seasoned leaders also greatly benefit. People who have been in a position of leadership for a long time often repeat patterns that may not be serving themselves or their teams as well. Coaching can help break that cycle, offer new awareness, and change behavior.

Leadership Coaching startet mit dem Aufbau einer vertrauensvollen Beziehung zwischen Führungskraft und Coach. Erst auf dieser Basis sind Interventionen überhaupt wirksam. Die Beziehungsqualität ist der entscheidende Wirkfaktor im Coaching. "Das Ich wird am "Du", das wusste schon Martin Buber. Erst auf Basis einer Beziehung macht ein strukturierter Prozess Sinn.Nicht in jedem Leadership Coaching ist ein Assessment integriert und der Einsatz von Diagnostik muss auf jeden Fall mit der Führungskraft abgesprochen werden. Zielvereinbarung im Coaching ist sinnvoll, sofern man sich bewusst ist, dass das Ziel zu Beginn eines Coaching-Prozesses häufig nicht klar ist und es "das Thema hinter dem Thema" gibt.

Leadership Coaching is a process to unlock the Leadership USP (Unique Super Power) of the client. Firstly we review where the client is today & where they want to go. We start by focussing in on the client, their values, their strengths & their life story (what's got them to where they are today). We then focus on their relationships to others & the business. I help them re-design what's not working & appreciate where they are. Then finally we look at communication & influence based on everything that they've learnt about themselves. Who are they as a leader, as a role model, as a person? How can they use this to maximize & ampify their own contribution & that of others? We make meaning of how they create impact & put it into action.

Within the past 15 years, I have never had two coaching processes that had the same structure. Every client is a different person with a unique starting point and frame of mind, so we will go from there and see where our conversations can take us. The only prerequisite I usually ask for is one's willingness to take part in the coaching process. I do not work in a hostage situtation when a client is "sent" to coaching by a superior.

A vital component for establishing an effective and mutually beneficial coaching relationship is to form a solid “reconciliation process” for when things don’t go right, or become challenging within the coaching relationship itself. In my opinion, the majority of the heavy lifting that sets the relationship up for success happens here. As a leader, it’s inevitable that all people (very good and talented people) at some point in the relationship will disappoint you and let you down. How you treat these individuals who let you down, and how you behave yourself, when you let people down, ultimately become the “culturally en vogue behaviors” that define leadership and pathways for interpersonal success within and outside your organization.

In Leadership coaching I always focus on 3 elements: 1) Lead yourself: Leading a team always adds that little extra pressure and therefore personal roadblocks and challenges come up more quickly. Therefore focusing on personal development first helps to build skills and confidence as well as clarity on who the Leader is. This also incl. leadership values and a stable leadership platform. 2) Lead the team: Leading a team does not exist, it is always leading individuals. How to build authentic connections and trust is essential in this step. Also, we work on communication and Feedback skills, leading successful 1:1s, advanced decision making or powerful networking strategies to advance their careers 3) Leading for change: Transformation...

Some of the benefits I've seen with coaching clients include: increased self-awareness and leadership presence; more effective time-management and efficiency; improved communication skills, enhanced management abilities and leading change; strategic thinking and enhanced resources to improve team execution; and better empowerment, delegation, and effective decision-making.

The benefits of coaching depend on the type of coaching you are after. Some coaching is skills-based, such as my clients who work with me on strategic storytelling skills. Another type of coaching may be identity-based such as a newly promoted leader who must believe they have what it takes even if their skills are fabulous and in demand. This is more the personal & inner work of leadership. And at other times, this could be a blend of the two in varying degrees. However irrespective of which type of coaching you are seeking the benefits are a greater sense of self efficacy (the belief that I can do this) and a greater ability to demonstrate to others in a visible manner that the skill you are after is part of your DNA.

Leadership coaching helps new leaders become more self-aware. Through one-on-one discussions and feedback, they gain a deeper understanding of their strengths, weaknesses, values, and leadership style. This self-awareness is crucial for effective leadership, as it enables them to play to their strengths and work on their areas for improvement. Leadership coaches can help new leaders improve their ability to convey ideas, give feedback, and engage in active listening thereby improving effective communication.

My executive clients often say coaching helped enhance their leadership abilities, including communication, decision-making & strategic thinking, saying No or saying Yes to taking on new projects, managing their time & priorities. They appreciate the time for self-reflection, enabling my executives to better understand their strengths, weaknesses, areas for improvement/growth. Executives often report improved emotional intelligence by becoming aware of how to control, & to express emotions, leading to better relationships with colleagues. Some clients gain benefit from mapping out their career path and making informed decisions about their professional development and career. The benefits, it's up to the client, they control the journey.

Fachkraft und Führungskraft sind zwei völlig unterschiedliche Funktionen. So wie die Ausbildung zur Fachkraft viele Vorteile bringt, erübrigt sich die Frage in Bezug auf Führungskraft. Führung ist zudem eine Tätigkeit mit deutlich mehr Auswirkungen auf die Zukunft, die Entwicklung von Unternehmen und Menschen sowie die wirtschaftlichen Ergebnisse. Führungskräfte-Coaching ist jedoch keine Ausbildung, die man einmal macht und dann kann man in jeder Situation jeden Menschen richtig führen. Führung ist eine lebenslange Weiterentwicklung. Hier bedeutet Stillstand definitiv Rückschritt, und das gilt dann gleich fürs ganze Unternehmen. Führungskräfte-Coaching gehört also zu jeder Zeit in jedes Unternehmen - meiner Erfahrung nach.

Simply put, alignment and credibility. If you are being "assigned" a coach, you are in the wrong place. You should choose your coach and that should include an opportunity to interview & connect with them. If the rapport & feeling of connection is not there, you are unlikely to open up & be vulnerable, reducing the effectiveness of the coaching. On the credibility side, keep in mind credentials can be misleading. Look and ask for what their experience is as a practitioner, not what they've read about or studied. Do they have the experience and at the proper level for what you need?

There is a great tool on LinkedIn to help you find a coach, check their credentials & read the reviews from their clients. You can just search for Discover Service providers. Then when you have checked out a few go with your instinct, reach out to a couple & ask for a chat to see if you feel comfortable or not. The most important is that you feel that you could open up to that person & trust them. It's also a good idea to check out their accreditations etc especially if you want your business to potentially support you with some of the cost.

In my experience, a leader chooses a leadership coach by considering the coach's experience, expertise, credentials and compatibility with the leader's goals and values, and the ability to establish a trusting, open relationship, with excellent rapport and honesty. Do they listen – really listen? Do they empower you? No one style is better than another, it’s all about what works best for you.

A few very crucial factors to be considered while selecting a coach are: - His vision - His perspective - His values Also one must ask his coach, does he/she follow a bullet-proof framework of ideology-driven decisions or is it just a copy-paste of whatever is going on around him/her?

Choosing a leadership coach is a significant decision, and it starts with defining your goals and criteria. Consider your goals, challenges, preferences, and budget to determine what's important to you in a coach. Research potential coaches through referrals, testimonials, websites, and reviews to learn about their backgrounds and services. Check their credentials like certifications and memberships. Finally, interview potential coaches to find one who understands your needs, provides relevant solutions, and inspires you to take action.

In einer Organisation lässt sich Coaching als Instrument der Führungskräfteentwicklung am besten nachhaltig implementieren, wenn es nicht negativ konotiert ist. Wenn in einem Unternehmen einer Führungskraft nur dann Coaching angeboten wird, wenn es um den Ausgleich von Defiziten, Leistungssteigerung oder Verbesserung der Performance geht, wird Coaching eher negativ wahrgenommen. Das Angebot, ein Coaching wahrzunehmen, löst dann Ängste aus und fördert vielleicht sogar unerwünschte Fluktuation. Wenn die Führungskräfte hingegen selbst die Thematik entscheiden können, die sie in ein Coaching einbringen wollen und Coaching auch zur Potenzialentfaltung und Karriereförderung eingesetzt wird, kann es seine positive Wirkung entfalten.

I have found that is unrealistic to separate a leadership role from the rest of one's personal life and compartmentalize roles and performances. Other relationships affect the leader role and vice-versa. That is why I use the term "Life Coaching" that is more comprehensive, holistic and integrated. The demands and expectations of the individual in the leader role are of course a critical part of the work, and not in isolation from the rest of life.

1. Coaching is a great tool for self development in many contexts. 2. If we're consistently appointing people to Leadership positions, and then worrying about their leadership capacity, we're doing it wrong. 3. Often leadership works better when you act as a coach to others; understanding the basic principles of coaching is good knowledge to acquire for leaders. Learn from good coaches.

Leadership Coaching ist ein Veränderungsprozess. Dabei sprechen wir nicht nur davon, dass eine Führungskraft nach einem Coaching Themen auf eine andere Art angeht. Wir sprechen auch von einem Mind-Set Change. Um das zu erreichen, gilt es Widerstände zu überwinden. In jedem Coaching gibt es den "point of no return", die Situation des "hic Rhodos, hic salta". Damit die Führungskraft diesen Punkt überwinden, wirklich springen kann, benötigt sie die Unterstützung des/der Coach. Auf Basis eines vertrauensvollen, gefestigten Kontaktes kann Provokation hilfreich sein. Z.B. Coachee: "Bin ich denn jedermanns Depp hier". Darauf die Coach: "Scheint so". Die Coachee hat sich daraufhin "aufgerichtet" und ist zielgerichtet und zügig ihren Weg gegangen.

Learning is all about understanding relationships. We must keep this in mind while selecting a coach as well as coaches. I agree with @Dr. Tanvi Gautam, unless we develop a strong relationship, that is based on trust, no coaching can even start happening. I had the privilege to coach hundreds of leaders. My initial 1-3 sessions are nothing but developing a strong relationship. Listening to their life story, their basis of decisions, their baises, their true passion and motives behind actions and their personality type. It is also very fundamental to have reasonable intervals between sessions. Speaking is marketing your ideas. However, Sales happen in silence.