Have you ever caught yourself saying, “I’m just not good at that”? Maybe it’s presenting in front of a group, having difficult conversations, or learning a new system at work. I remember a client – let’s call her Sarah – who’d just been promoted into a new leadership role. She was smart, capable, and respected
Why Coaching Works infographic by Stephanie Wright of swrightcreative for the International Coach Federation.
Let’s face it good executive coaching is not cheap. But it can be invaluable. Investing a few hours and a few thousand pounds can deliver significant increases in productivity and returns of hundreds of thousands of pounds. As long as the leader in question takes full advantage of the opportunity and makes the most of their
Antoinette Oglethorpe talks to the Association of Coaching Supervisors about Coaching to Develop Talent and the Implications for Supervision.
When it comes to leadership development, few tools are as powerful as 360-degree feedback. It offers a rich, multi-perspective view of how you’re perceived by colleagues, direct reports, and managers. It can be eye-opening, motivating, and – let’s be honest – a little daunting. In theory, most leaders agree it would be valuable. In practice,
Want effective and actionable 360 Degree Feedback results? Selecting the right tool is the first step in making sure your leaders get the information they need. But it isn’t enough. You also need to communicate well. Here I look into how to manage the information from 360-degree feedback in the most effective way. Communication is key
I’m often asked which 360 Degree Feedback tool works best. And if companies should I develop one specifically for their organisation or if there a good one that they can just buy. One of the critical factors for success of a coaching programme using 360 degree feedback is to be strategic in your choice of feedback instrument.
The Fatal Flaw in Most 360 Degree Feedback Programmes Is there something wrong with the process of 360-degree feedback? In my last blog post, I guessed you would struggle to name more than one or two people who had changed their behaviour since receiving 360-degree feedback. One of the biggest problems identified in the DDI study
How many people do you know have received 360-degree feedback and then made a sustained change in their behaviour? I’d hazard a guess that you would struggle to name more than one or two. And that’s because organisations often pay a great deal of attention to implementing the process with inadequate attention being paid to how
What’s your number one development strategy? In my experience, anyone named on a succession plan or identified as part of a talent pool benefits hugely from coaching. In my last post, The First Step You Should Take After Completing the Talent Review, I shared two reasons why coaching is the first talent development strategy you
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