Content: Global Leadership Coaching, Executive Coaching, Behavioral Model and leadership coaching, executive leadership and behavioral change,  global leadership
models, executive leadership development coaching techniques, cross cultural coaching, executive professional development, executive coaching models and techniques, the executive leadership model, coaching leaders model, coaching, corporate leadership, executive  behavioral change, executive coaching techniques, HR executive coaching, business coaching, executive leadership behavior model and coaching, the leader career coaching, HR executive professional development, leadership coaching

 

                                                 
 

        The Need for Behavioral Coaching in Workplace - Leadership / Executive Coaching
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Traditional deployment of leadership coaching and executive coaching skills training initiatives fail to produce sustainable change in
           behaviors

           Executive Coaching, Leadership Coaching -extracts from book 'Behavioral Coaching' by Zeus and Skiffington -published by McGraw-Hill, New York)
 
Change Behavior to Change Results
-the aim for Leadership / Executive Coaching in the workplace

Today's executive / leader is about identity and motive as well as about action. The leader cares about the people they lead and the processes they use, as well as about getting the work done. They choose to lead collaboratively, continue their own self-development and foster the growth of the personal skills levels and capacities of their people, enabling them to become more autonomous and self-responsible. Successful leaders model this attitude and teach others to also "own it".

Developing effective, visionary executives / leaders who motivate, engage, spur and retain employees from diverse backgrounds, as well as tapping into the potential for leadership within an organization's current employee base, are key accountability criteria that most organizations aim for when creating a global leadership development program. Leadership development programs that truly change and improve skills and expand the repertoire of leadership styles will generate this return. 

The goal of leadership developers, is to create a vehicle (a change program) to ensure that the time spent in a professional and personal development program changes behaviors and enhances performance so that business objectives are achieved.  Although this objective supports targeted coaching linked to specific business objectives, many professionals engaged in professional development are either ignoring or facing the challenge of how to impact an employee's individual perceptions, self and social awareness, self and relationship management, and commitment to approaching people and situations differently than in the past. Individually tailored behavioral-based experiences create the real return, and the quantifying data that supports this approach is surfacing in the studies on creating a range of behavioral competencies. .>read more

Behavioral Range
Interdependency and teamwork skills for the global leader are critical requirements for organizational effectiveness. Key contributors not only possess information and ideas, but more importantly, they have the ability to effectively utilize social networks. People want to discuss, learn, and collaborate with them because of their ability to build bonds, develop others, self-manage, listen, share information, and understand. Key contributors are intuitive about the needs of others, recognize the nuances of a situation, and seamlessly respond to create positive outcomes. These are the differentiating factors, the behavioral smarts that change the landscape of our thinking about developing effective leaders. 

An analogy of the behaviorally smart leader is the golf pro who assesses a shot, considers the implications and options, looks in his/her bag of many clubs, selects, and executes. As he/she plays more, he/she tries out different strategies, becomes more confident and comfortable, and the shots become more automatic and more consistently hit the target. In the same fashion, effective global leaders are those who develop a range of behavioral competencies, can assess situations intuitively, make sound choices about what is most needed by individuals and the group in a range culturally diverse of situations, and then deliver.

Leadership Coaching and Executive Coaching
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Working with behavior, leadership developers as leadership / executive coaches learn:

  • All individuals have a profile of strengths and development areas in a wide range of behavior competencies.
  • The behavioral capacities uniquely contribute to performance, and certain capacities may strongly interact.
  • The capacities build upon one another.
  • Possessing behavioral underlying capacities does not guarantee the competencies will be demonstrated; however, the cultural and organizational climate and stimulation derived from the work one does encourage the manifestation of the competencies.
  • Each organization, position and regional location/workplace has its own behavioral reality or ecology, so different jobs may require strengths in different competencies.

Behavioral competencies are not innate talents, but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Four basic domains and the clusters of competencies are: Self-Awareness, Self-Management, Social Awareness and Relationship Management.

The global leader who can inspire, motivate, arouse commitment and sustain it, will constantly strengthen and fine-tune his/her behavioral competencies and move fluidly between different leadership styles, flexing to meet the needs of the situation.

Developing Behavioral Smart Competencies via Behavioral-Based Coaching
However, developing these behavioral smart competencies will not occur by simply sharing information and engaging participants in activities in the traditional training classroom setting. Leaders first need to recognize the need to change any behavioral aspect. Behavioral changes begin to occur after the establishment of a learning plan by a credentialed, well-trained 'coach'. Through behavioral-based coaching the developing leader changes his thinking/approach, responds to or engages differently with others and receives feedback related to the changes. As he/she experiences improved relationships due to his/her changed behaviors, he/she psychologically records the experience because it is positive and feels good. Thus, his/her behavioral range (BR) increases.

Behavioral Range and its Impact on Traditional Coaching
Our challenge as professional leadership developers is to first create an awakening and acceptance of the critical nature of behavioral range as we engage in leadership development, and second, to implement a coaching approach that is customized to building individual development plans. Education and information sharing about behavioral range, the contagious nature of moods, and the role of feelings in the workplace set the stage. Ultimately, self-awareness, self-coaching, and practice with a coach create the results.

The "one size fits all" approach to developing behavioral competencies is ineffective as it ignores our individual complexities. Traditional coaching curriculum and delivery around topics such as Effective Listening Skills and Interpersonal Communications also fall way short of developing behavioral range competencies. Studies of Fortune 100 and 500 companies' leadership programs indicate the effect of the traditional delivery format is an increase in energy - feeling "buzzed" - in the short-term. Participants naturally revert to habitual patterns of behavior shortly after leaving the workshop. These traditional programs consistently lack any real return on investment, do not produce lasting interpersonal skills and become just an expensive venture for a short-term "buzz."  .>read more

Summary 
The value of self-awareness and self-management, relationship building, being intuitive, and factoring feelings into a global executives/leaders life's work is unquestionable. Leadership developers also need to design and support partnerships that result in self-directed learning/self-coaching. Nothing speaks louder about bottom-line returns than the experience of interacting with a leader who behaves differently - in a way that's more intuitive, empathic, or inspiring. Ask any employee whether or not they feel the return on investment after that experience.

Participants in the Behavioral Coaching Institute's fast-tracked Certified Certified Master Coach Course (Self-Study, Campus or Distance Learning Format) are trained to employ valid behavioral change models and techniques to assist executives through the process of self-awareness, self-understanding and skill building to achieve lasting, measurable behavior change, self-development and performance enhancement.

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Content: Global Leadership, Behavioral Model and leadership coaching, the executive leadership model, coaching leaders model, coaching, corporate leadership, executive  behavioral change, coaching techniques, HR executive coaching, business coaching, executive leadership behavior model and coaching, the leader career coaching, HR executive professional development, cross cultural coaching, executive leadership and behavioral change,  global leadership models, executive leadership development coaching techniques, cross cultural coaching, HR professional development, executive coaching models and techniques,