Over the years I have carved out a niche which suits me very well. Well, that’s what I tell family, friends and clients! In fact, rather than being carved out by me, that leadership coaching niche has evolved. It’s a happy mix of what the world needs, what I enjoy doing and what I’m good at.
I’m an executive coach who also provides leadership training and consultancy. I bring integrated expertise, a broader systemic perspective, and flexible delivery methods to my work as a coach. That isn’t just luck. It’s a consequence of the exposure I get and the wisdom I gain from my other roles.
Many of the leaders who work with me only see me in one guise. As their executive coach, I’m the one they bring their darkest fears and their most tangled workplace relationships to. But I’m also a board reviewer, leadership development facilitator and project evaluator. Each of these roles contributes to my leadership coaching niche; none of them stands alone. In this blog post I share what it is that I get from each of them.
Coaching skills alone are not enough
Imagine working with a leadership coach who had no experience of the world of work for over a decade. Gulp!
They might have spent that time honing their qualifications. You might say they listen really well and put you at your ease, that the relationship feels collaborative and supportive. Such a coach might ask questions that you hadn’t thought of, which might produce insights that are helpful. These skills are core coaching elements, and you deserve to work with a coach who has them all. But what else do you need?
Someone who left employment ten years ago or more would have missed the Covid-19 epidemic and all that’s happened since. Top of mind are asynchronous workflows, hybrid working, digital communication, and the upsides and downsides of AI! That person wouldn’t have lived and breathed the impact of legislation on employee rights (and employer responsibilities). Their experience of wellbeing as a new business metric would be lacking. Nor would they necessarily be up to speed with the evolution in neurodiversity in the workplace.
I wouldn’t want to be that coach. Whatever my niche is, or isn’t, relevance matters. So does parity with my clients, but that’s another blog post!
Non-coach roles are essential for executive coaching
My non-coach roles make all the difference; I rely on them for my effectiveness as an executive coach. Here’s why.
Understanding business skills gaps informs leadership development
When I run leadership and management programmes, I make sure to get a clear briefing – what is lacking, how is this showing up? Understanding skills gaps and how they differ from laziness or a lack of confidence is core business for leadership coaching. When I’m facilitating a programme I also have to adapt my methods so that everyone in the group can learn. Above all, this is good practice for the fluidity needed in executive coaching. I’m adept at switching from reflective coaching questions to skills-building ones. That’s essential for coaching clients who need specific tools or management frameworks.
Working as an external board reviewer gives me the edge as a leadership coach
I have privileged access to non-execs, the people who hire and fire the Chief Exec. This means I’ve got insider knowledge about what makes them tick and what grinds their beans! Board members share their leadership experience at board meetings and committees. That’s a great way for me to learn from them about risk and opportunity. And it makes for a much richer, broader understanding of work on my part. All of it underpins my expertise as a leadership coach.
Being an evaluation consultant is a window on culture
For the last 15 years I’ve also worked as an evaluation consultant. This role allows me to get right under the skin of the change a project is trying to achieve. For example, I’m exposed to the organisation’s habitual ways of working, how they organise themselves (or dont!). I clock the language they use and the stories they tell about themselves. And I hear what constrains them. In other words, I tune into their culture. This feeds directly into leadership coaching. Culture is always on my radar. I’m eternally curious about whether my coaching clients’ personal roadblocks connect to wider systemic issues in their business.
What does this mean for my leadership coaching?
The knowledge I gain from all these different roles gives me relevant context. It stops me from becoming too abstract or purely psychological. Accordingly, it also makes it easier for me to ask targeted questions about a client’s specific environment. From the feedback I’ve had, my clients appreciate my empathy and find me credible in terms of leadership development. I believe both attributes are honed through my lived experience of the current world of work. Clients tell me part of the reason they trust me is that I’ve experienced the realities of their world. I can decipher the jargon. I understand the pressures of working near or at the top of organisations.
Combining these roles bridges individual growth (coaching) with organizational strategy and – let’s face it – those two are inter-dependent. I’m well placed to ensure organizational alignment and strategic continuity.
And what does it mean for your leadership development?
If you’re looking for your first coach, think about the situations you want your coach to understand. Additionally, resist looking for someone who knows your own sector inside out. This will help you NOT look on them as an advisor and allow you to use them as a coach instead!
Have you previously had coaching? Maybe you’re looking to change coach or to re-engage after a period of working without one? If so, ask yourself what’s most different in your world of work now, compared to the last 5 years. The chances are, your coach needs some familiarity with those kinds of issues. Be ready to share them in a chemistry call and quiz your potential coach to see how much understanding they’ll bring to the party!
If you’re ready to develop your leadership and want a real-world thinking partner at your side, please get in touch.