Executive Coaching-Mentoring
We work face-to-face or virtual; one-on-one and in small groups; with individuals or organisations.
Every executive needs a trusted sounding board
Executives do their best thinking in quiet time, exploring their inner dialogue. Yet, the best way to think it through is to talk to another person. A person to feel safe with, who helps you clarify. A trusted sounding board who allows you the space for reflection and vulnerability. A professional who helps you voice silent questions or underlying doubts without judgement, while guiding you towards solutions.
Trust, Flexibility, neutrality and discretion
The coach-mentor relationship, to be effective, requires flexibility based on the context and the level of direction or support needed to meet the situation or come to a solution. Participants also gain greater benefit from a blend of coaching (generative questions) and mentoring (expertise) finding the combined approach more satisfying.
Astute individuals understand that career success takes more than just working harder. Successful executives do take charge with adaptive responses – they continually design their career strategies; share knowledge, connect and collaborate with their diverse networks; work on what truly matters; examine their choices for balance; and have champions or trusted mentors. They craft their leadership brand.
Most on the fast-track learn that the higher they are, the more difficult it is to talk about their real issues or concerns – and to do so free from the weight of company expectations. It is even harder to find effective and neutral listeners. Central to our relationship is discretion so that the individual can articulate their inner dialogue with total trust. It also provides reflection time – a rarity in today’s world of business.
We offer managerial leaders coaching or small-group mentoring circles that cover:
NEW ROLE TRANSITION: for executives moving into new roles the challenges they face are many and varied. Their inner voice constantly raises questions and doubts. Executives in these positions have increased pressures, face more intense competition and receive less help. Coaching helps executives understand the context in which they operate and the needs and actions that must be met to satisfy these demands.
EXECUTIVE AND HIGH-POTENTIALS: where we work with the most talented. High-impact talent have the highest future value to their organisation. However, success can be paradoxical as the same qualities that lead this A-list to success can also hinder their ability. This program helps the executive explore leadership, adaptation, networked collaboration, systems and change within their business context.
LENSES TO APPLY TO UPLIFT MANAGERIAL LEADERSHIP: which lenses need to be applied to strengthen your impact as a leader? Explore how leader impact requires trust, a strong team, adaptability, curiosity, learning, collaboration, resilience, agility, the ability to leverage strengths, offset weaknesses, be aware of a situational use of power, outside-in focus, kindness and protecting time. Managerial leadership is personal and to be effective also requires navigating power and negotiating conflicts.
BOARD PRESENTATIONS: guides and supports senior executives who present at board-level.
TRUST AS A LEADERSHIP ROADMAP: by exploring the components of trust - competence, disclosure, character and power – a roadmap of managerial leadership is developed. The core questions are: ‘what type of leader do I want to be’ and ‘how will I make this happen?’
LEADING CHANGE: helps the executive work through how individuals choose to change, the transition map and that ‘change management is management’ and ‘management is change management’.
PLANNING FOR A PROMOTION: promotion processes are highly competitive. Don’t risk rejection with the wrong approach. Every candidate for promotion comes with some risk or gaps. Pre-empt, take whatever constructive action is needed to address or neutralise those perceptions and it can be empowering for your career aspirations. There are usually four themes that form an undercurrent of so-called 'noise' about, and around, an individual in the workplace: capability, style, motive and ambition. If the perceptions are deep-seated, they may have formed over years, so it requires a visible and consistent effort to change them.
PLANNING BEYOND THE NEXT LEVEL: assists to plan strategies and tactics for a potential appointment - whether it be senior associate, executive, director or partner. It helps high-potential, valued talent better assess which capabilities have the greatest impact to attain a promotion beyond the next-level. It includes how to prepare for nomination and selection, how to develop a promotion-relevant resume and interview techniques.
SENIOR EXECUTIVE INTERVIEWS: plan, prepare and practice is sound advice and so too is having a confidential sounding board to assist and guide your approach. In a competitive market a capability and performance narrative that includes sector and technical knowledge is key, as well as leading teams, change, complexity and strategy with trust and integrity. How effective is your interview plan?
COACHING FOR THE CROSSROADS: change before you have to, is sound advice. Yet, the greater risk would be acting with outdated logic. Of course intelligent people know how to solve a problem, but it is the most astute who know how not to get into the problem in the first place. They are smarter about the career curve recognising when to go upstream to develop a new strategy or further options. This coaching program helps ask the right questions and develop a more robust set of tactics.
CALMING SELF-DOUBT AND THE INNER CRITIC: a cautious inner voice while typical for many, feels very personal. For those who raise the issue of feeling like a fraud, their self-imposed pressure is ever present. Will they be good enough? Will they be found out? Will the next role or assignment be the one that brings them undone? This coaching program helps the executive understand which beliefs of self-efficacy and locus of control, shape actions. It supports them to to help understand the causes and to develop solutions that fit their personal context, role, power-dynamic and environment.
BOARD READY EXECUTIVES: assists executives to rethink the strategies and tactics when searching for a first or next Board. While each coaching agenda is personalised to individual needs it typically includes how to clarify your director capabilities, boardroom style, what is needed to reduce the risk of your application being rejected and how to navigate the vacancy landscape.
BOARD INTERVIEWS: nominations are highly competitive. What is your approach for a stronger application and more effective interview plan? Board interview preparation is about: Context, Capability, Cut-through and Culture. A focussed compelling narrative is key.
NEW DIRECTORS: taking on a new board comes with anticipation and a steep learning curve. Stepping onboard triggers an inner dialogue regardless: ‘how do I come up to speed with board dynamics, agendas, decision making and governance’ followed by ‘what is the best way to signal my potential contribution’ and finally, ‘how will I make an early impact.’
DIVERSE LEADERS: as a long-time advocate for diversity of identity and thinking, we guide talented managerial leaders on how to take up their power, influence and authority. Examining the actions needed for success, coaching helps to become better placed for gaining promotions; being better connected and confident; and more effective in strategically positioning careers for future leadership or board roles.
PROGRAM MENTOR: it has been a privilege to be appointed a Program Mentor by ASX-listed corporates and non-profits on developing executives for the boardroom or for community leadership.
‘How do I chose a mentor-coach and what should I look for?’ is a natural question. Look for someone who is compatible, but has enough of a contrast to bring new perspectives. Someone who has the expertise you would need to work through the 'how' and the 'why'; that you could trust and respect. You would want a good listener and someone who has your interests at heart to the extent that they will encourage a frank dialogue on both sides and support you through the changes that will need to be made.
Hear what others value about our coach-mentor work
“Dianne is an outstanding coach and mentor. I worked closely with Dianne over a 6-month period to define personal and career objectives. She assisted me greatly in adjusting to a new role during this time. I found Dianne’s advice to be clear and practical. Importantly, her knowledge and experience were invaluable to my development and me. I would recommend Dianne to anyone seeking high quality professional coaching.”
“When I was told you had agreed to be the program mentor I was thrilled. I have been very fortunate in my time with the organisation. The advice and tools you helped me to develop in my role several years ago have helped me build my credibility with the Board and the organisation’s investors.”
“Thanks Dianne, and of course this [chair appointment] is assisted by the support and advice you have provided over the years, and up the career ladder!”
“Working with Dianne fundamentally changed the way I think about and now manage my career. Her thoughtful insights helped me better understand and acknowledge my strengths, and become more purposeful about defining my career objectives and building networks and pathways to help me get there. Dianne is a great communicator. Her sense of calm combined with her steely resolve provided space for clarity, honesty and action.”
“I very much agree about the importance of a leader having a coach like you supporting role transition and also working in difficult contexts like you did for me.”
“I found the day very useful. I thought that not only was the content very helpful, but also the atmosphere – very confidence building. I appreciate the personal attention you gave and the way you handled different personalities. I look forward to our follow up. ”