Coaching as a Strategic Initiative
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186
187 188 189 190 191 192
In the preceding four chapters, we have read some wonderful stories
about how people grew personally and professionally with the guidance
of their coaches. In Chapter 3, Jane was under fire as the HR
manager responsible for, among other things, dealing with the
challenges of a merger. She felt overwhelmed trying to do all of her
responsibilities, was underperforming, and lashed out at her colleagues.
Her coach was ultimately able to get Jane focused and performing
at a higher level. Jane’s relationships with colleagues
improved along the way as well.
In Chapter 4, Jack had major issues with relationships, and given
his new promotion to client relationship VP, these issues had to be
urgently addressed. Jack’s coach helped him work more effectively
with clients and adopt partnering skills that enabled him and his
extended team to deliver what the clients needed.
We learned in Chapter 5 how Mark utilized coaching to expand
his repertoire of leadership behaviors, which enhanced his ability to
manage those situations that were especially challenging. As a result,
his team’s on-time performance for project delivery increased, the
team was more satisfied with their work, and two team members
were brought back from the brink of termination.
In the fourth and final story presented in Chapter 6, Clare hit her
stride as a VP. She tempered her enthusiasm, learned how to listen,
gained influencing skills, and was able to rally consensus for her
business proposals.
The Leading with Insight model demonstrated how coaching
created value for people at four different levels.As the coaching relationships
evolved, more value was created. The opportunity facing
organizations is how to harness that value and drive the value to the
business. Coaching taps into a well that is rich in resources. Our
challenge now is how organizations can draw from this well to drive
tangible results to the business, without losing what makes coaching
so powerful in the first place.