We believe that strong relationships are at the heart of leadership. This is why our programmes are underpinned by a coaching approach to leadership. We have seen that people learn best when they get a chance to practise and make it their own. We therefore ground our content in theory, provide useful tools and then make space for a lot of practice. Our programmes can be delivered via blended learning, which includes face-to-face modules, virtual modules and e-learning modules.
Confidence to lead diverse teams in an increasingly complex global environment
Great leaders know how to have effective conversations with their team
Gain skills to lead effectively and inclusively in a virtual remote work environment
From Baby Boomers to Millennials, lead teams effectively and inclusively
Put you and your message across, engage and inspire others when presenting at work
Jean Balfour explains the benefits of using a coaching approach when managing people. The quality of the relationship between a line manager and their employees is key element of the workplace. A coaching approach puts the employee at the centre. It sees the employee as a capable person who's responsible for their own learning and development and their performance in the role.
It is often said that ‘people leave managers, not organisations’. Yet often we trust leaders and managers to know how to lead with little or no specific skill development.
New managers are appointed for their technical skills. However, they often need core leadership skills too. More experienced leaders will always be learning on the job. They are able to contextualise their learning and develop to be emotionally intelligent.
We tailor programmes to develop new leaders and to further develop more experienced leaders. Our leadership programmes can be designed to include 360 feedback, coaching before and after the course, and online or virtual learning opportunities. We can also include psychometric tools as a part of leadership development.
Managers leave our leadership programmes feeling ready and able to build constructive relationships with their teams. They have the skills to lead in increasingly complex and global environments.
When managers coach, rather than instruct and direct, research has shown that employees learn faster, perform better, deliver more and get a real sense of accomplishment and growth. Managers who coach have highly engaged teams.
In our coaching skills programme we provide a practical learning experience of coaching. We build up from the core coaching skills towards understanding key psychological principles.
Participants report being confident to use a coaching approach, even after a short course. Those from the 3-day course, experience a significant change in their leadership style.
We also offer a version of the course that focuses on supporting female employees in the unique challenges that women face in the workplace.
It’s fair to say that everyone today is working virtually, not only people who work across countries and time zones. Research shows that it is not physical distance that impacts people when they work remotely, but other factors such as inability to form an interpersonal connection. It is common to think that technology is at the centre of the virtual workforce, yet people and the relationships between them are at the centre and have the most impact on performance.
Leading inclusively in a virtual work environment means to be aware of, and look out for, these hidden traps. It means to consciously use a defined set of interpersonal skills to bridge the gaps that the technological work environment created. An effective virtual leader can ensure that all team members are part of the group process, as well as individually heard, even if they are not working at the same physical location.
In today’s workplace, there are at least four generations working side by side. This presents a significant opportunity for collaboration - sharing knowledge and experience and using it to solve problems. It also presents a challenge in the form of generational tension. It is up to the manager to mitigate the challenge and make use of the benefits.
Perceptions and expectations of work differ from one generation to another. This is also true of how they prefer to be managed, what motivates them and challenges them. An inclusive manager will know how to observe and listen to each age group - from baby boomers, through Generation X and Y, to Millennials - as a channel of diversity. They will be aware of their own age bias and be able to see the individual rather than the stereotype.
We know from neuroscience research that we are 'programmed' to feel fear when we stand in front of an audience. At work, many of us are required to present, in a variety of different contexts. Few people approach this with confidence and for the rest, it is a learnt skill.
Working with an actress from London's West End with 30 years' experience on stage and TV, using a very experiential approach, we build people up to feeling courageous about speaking in meetings and to groups. We use storytellling as an approach to building skill and confidence.
Participants learn to be authentic when they are speaking to groups. We believe that this equips them better to connect and engage with their audience.
Coaching for Executives
Coaching for Junior and Mid Level Managers
Coaching for Maternity and Career Breaks
Coaching for High Potentials
Coaching for Women
Face-to-Face or remote Coaching?