Programmes
People Development - Coaching
By the end of the first introductory 1-2-1, your people must have identified a clear desire to develop further either on a personal level or within their role. Without purpose and motivation coaching is a wasted resource. Whether moving away from an issue or towards a goal, clear objectives should be established before or during the introductory coaching session. At the end of the 90 minutes, feedback is always given face to face and the delegate / coachee decides next steps and whether they would like to continue. Occasionally, we mutually decide that the timing isn’t quite right and defer moving forward, leaving the onus with the individual to restart the process the following year.
People Development - Teams
The days of classroom-style, hierarchical training have been replaced with smaller group facilitated workshops. The groups negotiate their learning objectives and present back learning towards the end of each session. In OD we have a saying; “the wisdom is in the room” – the collective knowledge is shared and the whole room takes part in presenting. From the outset, psychological safety, clear contracting, and pace are determined by the facilitator.
Sales Team Development
Most people in a sales or business development role are motivated by recognition, approval, and the feeling of success when they regularly exceed their target. It’s easy to succeed when the pipeline is overflowing, and prospects are becoming customers. Conversely, when this isn’t happening, anxiety can creep in and work becomes challenging – the harder we try, the worse it gets…confidence dilutes.
Whether we are conscious of it or not, there is always a cause and effect. Developing sales teams involves understanding the psychology of selling, our sales process, and an ability to empathise with prospects saying “no”, in other words, take a perceptual position and put ourselves in the customers’ shoes.
If I feel confident and I am in a good place, then the way I interact with clients or delegates is strongly impacted. If I’m not on top form, then the process is undermined; it’s the same in any human interaction. I must own my thoughts, which drive our behaviours to build positive results.
Confidential Coaching for Executives
Executive Coaching requires in-depth business experience, with an ability for reframing theoretical concepts and relating them to real world situations. In effect, providing a fresh lens or perspective to complex scenarios.
An in-depth mutual understanding, which takes trust and courage enables the two-way relationship to build over time. It should not be overly formulaic but respond to the needs of the individual executive. Whether proactive and strategic or problem solving and reactive it should always be practical and refreshingly thought-provoking.
Most leaders with a fiduciary responsibility are highly effective, and able to balance strategic thinking with an innate ability to react in the moment. They are instinctive and process information quickly, but sometimes need an experienced sounding board to help sense-check or navigate through unusual situations.
If you would value a fresh perspective, with a robust and candid coaching style, then please make contact.
Future Leaders Programme
The Future Leaders Programme – Leadership Theory and Practice module will focus on a research-based development approach over a 9-month period. The programme will comprise group meetings, one-to-one sessions and individual research resulting in each future leader delivering 3 academic style papers. The aim of the programme is to create an environment where learning is owned by the individual future leader, is well supported through supervision and their Executive Committee mentor, and at the same time is closely integrated with organisational needs.
The research-based approach will help develop confidence and an in-depth understanding of leadership theory and best practice. It will also help the cohort develop critical reasoning, more strategic, type 2 thinking, understanding of biases, the ability to deliver candid, face to face feedback, as well as a broad awareness of theoretical leadership frameworks and application.
People Development - Coaching
By the end of the first introductory 1-2-1, your people must have identified a clear desire to develop further either on a personal level or within their role. Without purpose and motivation coaching is a wasted resource. Whether moving away from an issue or towards a goal, clear objectives should be established before or during the introductory coaching session. At the end of the 90 minutes, feedback is always given face to face and the delegate / coachee decides next steps and whether they would like to continue. Occasionally, we mutually decide that the timing isn’t quite right and defer moving forward, leaving the onus with the individual to restart the process the following year.
People Development - Teams
The days of classroom-style, hierarchical training have been replaced with smaller group facilitated workshops. The groups negotiate their learning objectives and present back learning towards the end of each session. In OD we have a saying; “the wisdom is in the room” – the collective knowledge is shared and the whole room takes part in presenting. From the outset, psychological safety, clear contracting, and pace are determined by the facilitator.
Sales Team Development
Most people in a sales or business development role are motivated by recognition, approval, and the feeling of success when they regularly exceed their target. It’s easy to succeed when the pipeline is overflowing, and prospects are becoming customers. Conversely, when this isn’t happening, anxiety can creep in and work becomes challenging – the harder we try, the worse it gets…confidence dilutes.
Whether we are conscious of it or not, there is always a cause and effect. Developing sales teams involves understanding the psychology of selling, our sales process, and an ability to empathise with prospects saying “no”, in other words, take a perceptual position and put ourselves in the customers’ shoes.
If I feel confident and I am in a good place, then the way I interact with clients or delegates is strongly impacted. If I’m not on top form, then the process is undermined; it’s the same in any human interaction. I must own my thoughts, which drive our behaviours to build positive results.
Confidential Coaching for Executives
Executive Coaching requires in-depth business experience, with an ability for reframing theoretical concepts and relating them to real world situations. In effect, providing a fresh lens or perspective to complex scenarios.
An in-depth mutual understanding, which takes trust and courage enables the two-way relationship to build over time. It should not be overly formulaic but respond to the needs of the individual executive. Whether proactive and strategic or problem solving and reactive it should always be practical and refreshingly thought-provoking.
Most leaders with a fiduciary responsibility are highly effective, and able to balance strategic thinking with an innate ability to react in the moment. They are instinctive and process information quickly, but sometimes need an experienced sounding board to help sense-check or navigate through unusual situations.
If you would value a fresh perspective, with a robust and candid coaching style, then please make contact.
Future Leaders Programme
The Future Leaders Programme – Leadership Theory and Practice module will focus on a research-based development approach over a 9-month period. The programme will comprise group meetings, one-to-one sessions and individual research resulting in each future leader delivering 3 academic style papers. The aim of the programme is to create an environment where learning is owned by the individual future leader, is well supported through supervision and their Executive Committee mentor, and at the same time is closely integrated with organisational needs.
The research-based approach will help develop confidence and an in-depth understanding of leadership theory and best practice. It will also help the cohort develop critical reasoning, more strategic, type 2 thinking, understanding of biases, the ability to deliver candid, face to face feedback, as well as a broad awareness of theoretical leadership frameworks and application.