Coaching for Leadership development
For leaders to grow, it’s crucial that they work through the most relevant competencies aligned to their current and future roles.
Do you know your own focus areas of development? How clear are you about them ? Goal clarification is 50% of leadership coaching. What if your ladder is not set against the right wall? That is where the spotlight on our assumptions become important. What do you assume to be true about your competencies? For instance, is it delegation as a skill or the mindset of letting go or how you communicate delegation?
Identifying the right focus areas is also important from your context perspective as well. How do you imagine your context to change as you step into the future? Will the focus area remain relevant?
Equally important is , what makes this focus area important for you. What is at stake for you if you don’t get better? What is your long term benefit in this? How might this tie into your values system? Remember the iceberg, it’s not the visible that truly matters. It’s the invisible and the hidden from others; the unconscious and what you may not be aware.
So, what’s motivating you to get better or not? What is at play? No motivation means minimised action from de-prioritising.
Do you know how to get better at your focus areas? Do you have the skills, knowledge, some frameworks to practice? Practice makes us better. Remember the 10000 hours rule, by the author Malcolm Gladwell. You also need a feedback loop as support from your trusted people. You must get enough opportunities to practice. Less opportunities result in slow progress. Thus, you need enough motivation to generate, look out, seek out opportunities. This could be out of your comfort zone.
To support you thro’ this process of development, you need an accountability system. What’s the scope of checkpoints and reviews? What are the mechanisms for paying attention to change and providing meaningful consequences?
We don’t get better in isolation. We need an ecosystem to support us thro’ the developmental journey and sustain the change.
That is where our stakeholders step in to offer us the ecosystem. They must be willing to support us. Stakeholder Centred coaching is a brilliant model to help us changes and enhance our Leadership brand.
As a way to get started, getting a snapshot of where you are could just be a great place to begin. That’s where, Leadership Circle profile steps in.
It’s not just an assessment, but a competency-based 360 assessment tool to measure behavior at various stages of adult development; to link patterns of action with habits of thought; to organize information into a developmental system based on some of the best theoretical frameworks in the leadership, psychological and spiritual literatures; and to display information in a way that immediately draws attention to the most critical information in the feedback.
It ties back to Kegan’s Adult development work and also “Immunity to change”.
It’s deep and developmental. It surfaces our Leadership edges and highlights how our thinking may have reached it’s thinking edge and thus our consciousness. As we reach our capacity to think, it’ll become our bottleneck.
Take the self-assessment and find out…….
The Leadership Circle Profile (TLPC) is designed to measure behavior and assumptions simultaneously. In this way, it connects patterns of leadership behavior with habits of thoughts. It measures behaviors that are associated with assumptions—helping the client get beneath the behavior to the automatic thought processes that underlie behavior. It facilitates far deeper insight, and as a result, more possibility for transformation.
The Leadership Circle Profile is also designed to point to stages of adult development. As researchers show that adults can evolve into more complex “operating systems” through which they think and act. With greater complexity comes greater capacity. TLCP is designed to measure thinking and behavior that is likely to arise at various stages of development. In so doing, TLCP becomes a platform for transformation.
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