Leadership Development
The first survey concerned leadership development. This survey was distributed in January of 2022 to all of the 120 invitees. It was completed by 35 executive coaches. After the results were analyzed, a summary report was sent to all of the invitees. Following are the primary findings:
Executive Coaching must play a central role in the development of leadership
Coupled with training
Valuable at any age
When engaged by CEO can serve as model for other members of the C-Suite
Critical as part of any corrective action
6 month program (Marshall Goldsmith)
360 degree process as part of coaching initiative
A key ingredient in any “agility” initiatives
Best engaged from an appreciative perspective (build on strengths)
Leadership development must be conducted from a systemic perspective
Work at 3 levels: organizational structure/organizational processes/organization culture (Goodwin Watson)
Important for leaders-in-training to gain a broad perspective on organizational operations (e.g. job rotation)
There are diverse perspectives regarding leadership development in certain areas
Working with “High Potentials”
Working with solid employee with personal problems
Wiz-kids without human interaction experiences (not education)
Succession planning (new CEO)
What are Implications for Field of Executive Coaching?
Marketing: what is message to be delivered?
What are the skills/knowledge needed to be an effective executive coach?
How do we best sort out/identify the best practices to engage in areas that are confusing/contradictory/complex?
