Most of our blog entries can be read in a minute, or less. One or two are longer. All are intended to share with you insights, ideas or inpiration that we hope you will find useful, interesting or energising.
Blogs about Executive Coaching
The fact is, there are a lot of very diverse people and businesses that practice under the umbrella of ‘coaching’: executive coaches, business coaches, career coaches, life coaches and so on. The rates they charge and the content and quality of their services vary substantially.
This can, understandably, breed scepticism or even cynicism amongst business owners and leaders. Your time is precious. So how do you identify what brand of coaching might meet your needs, and who you can rely on to deliver a return on your investment?
As experienced business coaches, we are yet to meet a Client who wakes every morning wanting to buy time from a B2B service provider. Yet we regularly meet service providers who sell their value as an estimate of the time required to create and deliver it.
One reason for this is an absence of a clear product and service proposition. The outcome is invariably that the service provider’s cost to serve is higher than estimated, and the value delivered to the Client is lower than it should be, leaving the relationship vulnerable. Why does this come about and how can we build value into sales that achieves better outcomes for both parties?
The vast majority of the entrepreneurs we meet are deeply committed to the people who work for them. They respect that their employees have commitments and obligations outside the workplace, and recognise the mutual benefit of offering them the flexibility to balance these sometimes competing demands.
A lot of the same entrepreneurs are also exhausted. Their commitment to everyone else results in them plugging the gaps that arise from flexible hours, sabbaticals, statutory leave, extended holidays and so on. Even years after they founded their business, the original risk takers are still the ones pulling the late nights and carrying the can. Sound familiar?
Increases in turnover and profitability are often thought of as growth in business terms. Of course, this is true to a point. That point being that these and similar increases are outcomes that flow from growth in the capability, accountability (including the culture that supports it) and then the capacity of an individual, team or business. If these issues are the roots of sustainable growth, how do we prioritise between them and determine where to start?
Numerous management articles tell us that if we want to be great leaders, we need to ask the right questions. This preoccupation with questions can blind us to their flaw - which is that they invite answers. Our questions, then, had better be perfectly designed to prompt the answers we need to lead effectively.