Rory Campbell, FRSA’s Post

The Ripple Effect of Coaching: Why Great Leaders Start With Themselves In my previous article, I explored how coaching can transform overwhelmed managers and leaders into focused, effective, and balanced individuals. Today, I want to shift the lens: let’s look at the ripple effect that coaching creates—not just within the individual, but across teams, organisations, and beyond. At its core, coaching is not about fixing what’s broken. It’s about unlocking potential. And that starts with one simple truth: to lead others effectively, you must first lead yourself. The Invisible Burden of Leadership Leadership comes with pressure. The need to make decisions, deliver results, and inspire others often leaves leaders carrying an invisible burden—one that they don’t always talk about. • A manager struggles to find time for their family because their team’s performance relies on their constant involvement. • A business owner hesitates to delegate, fearing mistakes will cost more than their time. • A team leader grapples with imposter syndrome, doubting whether they belong in their role at all. Sound familiar? These challenges are universal. But here’s the good news: they’re also solvable. Case in Point: One Leader, One Shift Take Anna, a senior leader at a mid-sized company. When she started coaching, she was overwhelmed by team conflicts and unclear priorities. Her instinct was to “fix everything” herself, which only compounded her stress. Through coaching, Anna shifted her perspective. She learned to: • Set boundaries and focus on what truly mattered. • Empower her team, trusting them to take ownership. • Change her mindset, moving from self-doubt to self-assurance. The result? Not only did Anna find balance, but her team became more cohesive and autonomous. By changing how she led herself, Anna transformed her leadership—and her team’s performance. The Coaching Ripple Effect Great leaders create ripples. When a leader invests in their growth, the impact cascades: 1. Personal Clarity: Coaching helps leaders identify what’s holding them back and take action to overcome it. 2. Team Performance: A clear, empowered leader inspires the same in their team. 3. Organisational Success: Teams with aligned, confident leaders consistently outperform expectations. Why Coaching Matters Now In a world that demands agility and resilience, leaders can’t afford to run on autopilot. Coaching offers a pause—a moment to reflect, recalibrate, and realign with what truly matters. So, where do you start? With yourself. Because the way you lead yourself determines the way you lead others. Let’s Keep the Conversation Going Coaching doesn’t just change leaders; it changes lives. If this resonates, I’d love to hear your thoughts or discuss how coaching could create a ripple effect in your world. Grant Hamel Coach, Trainer, and Consultant Helping leaders, teams, and business owners thrive.

This is what brought me to coaching... 🔵 First, I've been coaching for a while now. I am most inspired by my 15 clients at M-KOPA over the past 6 months and the results they have each enjoyed. It was moving to see them be incredibly honest, build effective habits, grow their confidence in Design and Product, and develop more impactful working relationships with their teams and colleagues. 🔵 Second, I just accepted the role of Head of Product for M-KOPA's eMobility company after over 4 years as the Director of Product for M-KOPA's core phone financing and fintech business. The transition gave me pause and I reflected. In those years, I was honored to build an incredible Product and Design team of 20 people across 8 countries that was 50:50 women:men. At every level of my team, with people managers, with Senior PMs, and with new PMs, what I loved most was our 1:1 conversations and supporting each person to grow beyond where they started. 🔵 Third, I spent time working with a coach myself. It was a vital and rewarding way to learn and move forward through a complex transition out of my previous role. As much as I had coached others through transitions, engaging from the other side of the relationship affirmed the impact of this work. 💡 What is my coaching style? Similarly to how I managed a team, in coaching I create the space for my clients to have feelings they may not often have at work: psychological safety, clear focus on what matters most, and momentum to get unstuck. We build new habits and skills that are fully internalized, coming from the client themselves. I do this within two broad themes: 1️⃣ Leadership and Management Coaching. Coaching in this theme is focused on how we work with, influence, and bring out the best in people. Leaders are at every level in a company. 2️⃣ Product Coaching. Here we dig into specific product challenges or specific product questions (with NDAs in place, as needed). In both cases, I approach from a place of curiosity, not telling a client what to do. On occasion, I'm asked for advice and may give it, but it's not where I start. The goal is to fully internalize an empowering skillset, not to become reliant on a coach. I'm excited to be on this journey and I'm learning every day. I make sure my Clients can say the same. ✅ If you're interested in coaching to support your professional development or know someone who would be, you can schedule a free session to get started. Just send me your name and email address here: https://lnkd.in/drz8PJ_M or send me a message on LinkedIn. Have a good one, stay in touch.

Set, ready, coach! 🏃♀️ When asked what makes a good leader, People give all sorts of different answers: A great leader is a: — Coach — Listener — Visionary — Motivator — Team builder — Decision-maker — Strategic planner And the reality is that it's all of these and more. I want to focus on the leader as a coach. In a complex work environment, you can’t direct every decision You need team members who can think, analyze, learn, and make smart choices independently. Through coaching, you support them in building these skills. Coaching is not: ✕ Offering advice ✕ Mentoring or training ✕ Following a lockstep process ✕ Giving employees explicit direction Instead, through coaching, you help team members develop new skills and deeper levels of self-awareness. As a result, people grow, and your organization benefits by having ever-more-capable employees. Everyone wins! Learn how to master coaching: ↳ Encourage reflection To help the person move beyond their initial reactions to deeper insight. It can be as simple as asking “And what else?” or “Tell me more.” ↳ Listen actively It involves using curiosity and empathy to understand what someone is really saying ↳ Ask questions Coaching is a dialogue, and asking questions is an important way to spark additional thinking. ↳ Share your thoughts Give feedback but avoid dominating the discussion — Make sure your team member is receptive. — Present your ideas and feedback in neutral terms. — State your opinions as interpretations of what you observed. — Stick to what is relevant in this session. — Check in with the person. Ask, “Is what I’ve shared useful for you?” Key Takeaway: Developing coaching skills not only transforms individuals but also catalyzes organizational transformation, driving agility and overall performance ------------------------------------------------------------- Are you a new or experienced manager looking to level up❓ DM me & we’ll unlock your full leadership potential together🚀 Follow me and hit the 🔔 for more content Margarita Vargas ------------------------------------------------------------- #leadership #management #personaldevelopment #selfgrowth #coaching #awareness #mindset #motivation #teamwork #success

The Leadership Superpower You Need to Master: Coaching Conversations As leaders, we wear many hats - strategic visionary, problem-solver, decision-maker. But one of the most important (and often overlooked) roles we play is that of coach. Coaching our teams to higher levels of performance and fulfillment isn't just a "nice to have" - it's essential for driving sustainable growth and success. Yet all too often, we get caught up in the day-to-day demands and fail to prioritize the kind of meaningful, development-focused conversations that can truly move the needle. That's a mistake. Mastering the art of the coaching conversation is a true leadership superpower - one that can transform your people and your organization. So what does an effective coaching conversation look like? It starts with shifting our mindset. Instead of seeing ourselves as the all-knowing expert dispensing advice, we need to approach these discussions with a spirit of genuine curiosity and collaboration. The goal isn't to tell people what to do, but to help them tap into their own inner wisdom and find their own solutions. We ask thoughtful questions, we listen deeply, we provide reflective feedback - and ultimately, we empower our people to take ownership of their growth and success. Here are a few key principles to keep in mind: 1. Focus on the future, not the past. Rather than dwelling on what went wrong, turn the conversation toward what's possible. 2. Emphasize strengths, not weaknesses. Every person on your team has unique talents and capabilities. Identify those strengths and figure out how to amplify them. 3. Foster accountability. Don't let your people off the hook! Make sure you're getting clear commitments to action and following up. 4. Provide a safe space. Coaching conversations require vulnerability. Create an environment of trust, empathy, and psychological safety. But that's not all. Here are some additional ways to become a more effective coach: 5. Listen more than you speak. Resist the urge to jump in with your own solutions. 6. Ask powerful, open-ended questions. Questions that start with "what," "how," or "why" tend to be more effective. 7. Provide balanced, actionable feedback. Celebrate wins, acknowledge areas for growth, and suggest concrete steps forward. 8. Follow up regularly. Coaching isn't a one-and-done exercise. Schedule check-ins to monitor progress and provide ongoing support. When you master these principles and strategies, the impact can be profound. They all had a coach in their corner - someone who believed in them, challenged them, and helped them unlock their full potential. So what are you waiting for? Start flexing your coaching muscles today. Your people (and your business) will thank you. #Coaching #Development #Accountability

NOTES FROM AN EXECUTIVE COACH - ON KNOWING WHO ISN'T YOUR CLIENT One of the challenges of being in the professional services industry is discerning who is or is not your client. I have had to say no to as many potential clients as I have said yes to. Nailing down the specific criteria of what that looks like is both an art and a science. A balance or blend of figuring out the emotional, financial and opportunity costs of working with clients. I have been doing quite a bit of work lately on defining not only the different personas that shape the client I want to work with but also the customer experience journey I want them to go on. For example my executive coaching. My ideal clients are those who are already in executives director or partner roles, or those who are identified to be on track to occupy these roles. I work one-on-one, with teams and with groups and sometimes a combination of these. These are over six to twelve month periods minimum, and are focused on Leadership Development, Strategic Planning & Growth, Performance Coaching and Effective Communication. This is a five figure commitment (sometimes six figure) for people and teams who are serious about taking their leadership and their organisation to the next level, and it is important to identify who is a client at the enquiry/discovery stage to make sure expectations are aligned. Whether it is a one hour taster session, a VIP day or one of the longer programmes it is important to ensure there is fit. Not only in the way I communicate what this process is and the outcomes that come from it, but also to ensure that the person coming is in coachable and for them to recognise this is high level accountability, solution focused coaching. I recently told a potential client they can't afford me. They thought I was talking about money, but I explained that the financial investment is not the only consideration here. Our conversation identified that there were already several blocks and challenges that would need to be sorted out before coaching started. Therapy training will help you to see that. The emotional cost was just as important to me and having done many of these assessments and interviews, this was not going to be for us at least not yet, but I was happy to recommend others. My coaching is premium. I make no apologies about it and it is so important for me to ensure that in delivering at a certain level of quality I work with the right clients. Not just for me, but more importantly for them. I would rather say I am not your guy than take your money and pretend to be, just for coin. Saying no is important for me, so that when I do say yes, I am all in, and everybody wins. Photo: Me and Jerry Colonna, one of the pivotal mentors in getting me to be the executive coach I am today

“Did you get what you expected from our coaching programme? No! I got far more than I was expecting!” 💡 One of the things I love about coaching senior leaders and business owners is the lightbulb moment. It’s the moment when someone realises something really significant about themselves. About the way their mind has been working - or about a situation they’re facing. This moment is the root of personal transformation. And great coaching programmes generate a wealth of these insights, which help the person move forward in new ways. Time and again I see the incredible value of coaching, not only for my clients, but as a knock on effect for their teams and organisations. It also makes coaching incredibly rewarding for me, and even more so when I hear my clients’ reflections and feedback on their coaching experience. I’ve been coaching a range of senior leaders in global organisations and small business over the past 6+ years. Several coaching programmes have completed recently. Here’s what a few of my coachees said about the work we did together: “The coaching programme has helped me acknowledge some ways in which I've been restricting myself and holding myself back, to the detriment of those around me (and myself)” – CEO, Tech Industry “I feel a lot more confident and comfortable in my role as a strategic leader. I feel empowered in my role through the knowledge and skills I’ve learned and developed. The growth in my confidence through working with Suzanne has extended to other aspects of my life, and much of what I have learned has really improved my communication and empathy.” – Senior Leader, Intergovernmental Organisation “As a result of the coaching, I have a clearer focus on next steps in career. I was at a point where I felt that I had lost my love for HR and Suzanne help me drill into that and come up with a plan” – HR Director “As a result of the coaching my daily basis of performance has improved, high quality deliverables, better way to manage teams and stakeholder in and outside the company, clarity of goals and milestones. As a result, good and elaborated feedback from stakeholders, partners and bosses as well.” – Senior Project Manager, Industrials ❔ What's the gap between where you are in your working life and where you want to be? ---------------------------------------------------------------- Hi, I’m Suzanne. I help senior leaders elevate their leadership approach, mindset and careers.   Hit 🔔 on my profile to be notified each time I post 📧 DM me for more info on how my coaching can help you close that gap

Coaching Tips for Managers, from Jo Smith CMC :   Managers can significantly increase their effectiveness by incorporating coaching in their leadership. Managers who use a coaching style connect the desires of individuals with the needs of the organization, significantly increasing individual engagement and organizational success. Following is a simple set of coaching tips:     Care. Successful coaching begins with genuine caring.   Welcome. Have an “open door” policy – literally or virtually – whenever possible, in addition to scheduling private meetings for employees’ questions, ideas, problems and candid conversations.   Observe. Pay attention to what your employees do well and acknowledge them for those skills and behaviors. Be specific.   Question. Ask about their work as it relates to them. What do you like most about your work? What do you need to have or learn in order to do your job better? Where would you like your job to lead?   Listen. Remain quiet and resist the urge to offer solutions or advice too quickly. Allow them to discover their own answers and encourage them to suggest their own solutions before offering yours. When appropriate, allow them to make their own mistakes.   Support. Help your employees achieve their own goals and those of the firm by asking about their progress, acknowledging their accomplishments, providing training, assigning work that appropriately challenges their abilities, holding them accountable to their commitments and helping them learn from their mistakes.   Celebrate. Everyone benefits from good coaching, including the coach – perhaps especially the coach.   These coaching tips, when applied, can help you increase productivity, satisfaction, retention and profitability.

What might having a coach in your corner help you with? Sharing a 2-part self-reflection question below. I'm often being asked 'what is coaching' and 'why do people need a coach'. And, in true coaching style, to that last question I say 'it depends'. But let's start at the beginning. What is coaching? The International Coach Federation's (ICF) definition is: 'partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. It is client-driven. It focuses on setting goals, creating outcomes and managing personal change.' My favourite definition of it is: 'Coaching is helping someone achieve their goals by themselves, though not on their own.' I love this definition of coaching, because it encapsulates its power: working on YOUR goals, not anyone else's, by leveraging or growing YOUR skills, talents, abilities! Why do people need coaching? Well, they need it for different goals. And there are different types of coaching, too, for example life coaching, health and well-being, career, leadership, etc., depending on the areas where people need help and support. For example, I am certified executive coach and team coach. My area of coaching is personal and professional leadership development, for both individuals and teams. I work with individual contributors, mid-managers, new team managers, seasoned team leaders and executives. As you might guess, their coaching needs and goals are different. Here are some examples of coaching goals that my clients and I worked on in their coaching program: 1. Personal Development & Presence: Enhance influence and confidence. 2. Leadership & Motivation: Inspire and empower teams. 3. Strategic Planning & Communication: Communicate effectively with leaders, boost visibility. 4. Conflict Resolution & Feedback: Handle conflicts gracefully, give/receive feedback. 5. Career Development: Pivot/advance career, build peer relationships. 6. Team Dynamics & Collaboration: Achieve results through teamwork, foster accountability and psychological safety. So, now for the 2-part self-reflection question: 1. If you had a coach in your corner, what struggles might they help you overcome? - What would that look like for you? - What struggle would you address first? 2. How would you turn 'working against the struggle' into 'working towards a goal'? For example, let's say you struggle with having a 'difficult boss'. How would you turn that into a goal you want to work towards? It might sound like 'I want to get better at managing up and improving the relationship with my boss'. And then, if you did improve the relationship with your boss now by, let's say, 30%, how would that translate into tangible results for your career growth? Lead different. Lead with coaching in mind! #allpersonal #leadershipcoaching #teamcoaching #coaching

From Targets to Talent: How a Coaching Approach Can Transform One-on-Ones I enjoy running one-on-ones. It's a time when I can be fully present with my reports, understand what's on their minds, and help them grow. However, many managers use these sessions to check progress toward targets. While hitting numbers is essential, it's missing the point if one-on-ones are purely about status updates. Furthermore, you may have already led or participated in a meeting about the targets, causing your reports to think in the meeting that was supposed to be about them, "We've discussed this already." What if, instead, one-on-ones became moments for meaningful development? A space where you're not just asking, "Where are we on this project?" but instead, "What's holding you back?" or "What skill do you want to master next?" Shifting from Reporting to Coaching When you take a coaching approach, you focus on building capabilities rather than just tracking tasks. Asking the right questions allows your reports to reflect, explore challenges, and discover new solutions. This kind of dialogue builds trust and autonomy. And believe me, when employees feel empowered, they're more likely to take ownership of their work. Harvard's research supports this shift. Their insights suggest that coaching improves employee engagement by fostering a sense of personal growth. Employees thrive when they feel their managers are invested in their future, not just today's numbers. Making the Shift: Simple Steps * Ask open-ended questions: Instead of saying, "Did you meet your targets?" try, "What's working well for you, and where are you stuck?" * Encourage self-reflection: Help your reports think through their challenges and wins, making learning stick. * Look to the future: Explore where they want to grow next. Goals should focus on skill-building, not just deliverables. * Celebrate progress: Recognize small wins to keep motivation high. One-on-ones are so much more rewarding when they're about building people up rather than checking boxes. By focusing on capability-building conversations, I've found that my reports become more engaged, confident, and willing to step outside their comfort zones. In the end, everyone benefits because when people grow, results follow. If you're interested in how a coaching mindset can elevate your leadership, check out this great blog post https://lnkd.in/gUsJMjDq . or reach out. Let's have a one-on-one. #engagement #leading #coaching #development

For years, industry leaders have urged CEOs to adopt coaching strategies, and recent challenges have amplified these calls. Executives must evolve into better coaches, foster a coaching culture, and transform their company environments to nurture coaching practices. But what defines a good coach? The CEO as Coach Understanding what a good coach is—and isn’t—is crucial. According to Vistage Master Chair Irina Baranov, coaching is distinct from mentoring and managing. Mentors impart knowledge, while managers set goals and expectations. Coaching, however, involves developing people, bringing humanity to the workplace, listening to understand, and driving employees to exceed their potential. Troy Jacobson of The Jacobson Coaching Group emphasizes that becoming a good coach requires an attitude shift, necessitating practice. A good coach listens more and speaks less, a challenging adjustment for many CEOs. Emma Doyle, aka “The Manufacturer’s Coach,” notes that executives who excel at coaching see better results, higher retention, and stronger relationships. They ask more questions, show curiosity, and exercise empathy. Baranov adds that coaching can elevate B-players to A-players, transforming stars into superstars. Despite recognizing the importance of coaching, many CEOs lack the necessary skills. A Stanford University and Miles Group survey found that while 66% of CEOs don’t receive coaching, 100% are open to it. Learning to ask open-ended questions and becoming better listeners are crucial first steps. 5 Areas Where CEOs Can Apply Coaching Strategies Setting, Meeting, and Exceeding Goals: While managing involves setting goals, coaching pushes individuals beyond their limits. Developing a Coaching Culture: Creating a culture where coaching is integral can transform organizational dynamics. Building Strong Relationships: Trust and understanding are the cornerstones of effective coaching relationships. Coaching Communication: Asking better questions and listening deeply can enhance accountability and understanding. Empowering Employees: Investing in coaching empowers employees, ultimately giving CEOs more time to focus on strategic goals. What Happens When a CEO Becomes a Great Coach? Employees feel valued, and understood, and have growth opportunities, leading to improved morale, retention, and company culture. As Baranov highlights, coaching is a journey with no end to how much one can improve and help others. Start where you are and embark on this transformative journey.