It's lonely at the top, and often leaders or successors benefit from having a confidante and coach with an objective point of view. Leaders may be searching for ways to create more meaning in their lives after retirement. Successors may be "diamonds in the rough" who need some guidance and refining. There may be multiple potential leaders, creating conflict and uncertainty for the next generation. Who will be picked to succeed dad?
Assessment is the first step, coaching the second. With the assessment results (using the Hogan tools or 360 feedback tools) we work together to capitalize on "bright side" characteristics, and mitigate the risk of "dark side" derailers. Assesment results are correlated with leadership competencies needed for high performance in the executive or successor. Over time, some skills are enhanced, some ineffective coping behaviors improved, some jobs restructured. This leads to highler life satisfaction, better relationships and a more prudent treatment of the business asset.
Coaching Story I
After testing all members of a family it became clear that the culture was one in which people were overly agreeable on the surface yet individuals seemed to have hidden agendas Outwardly everyone looked like they were onboard with decisions and there was little apparent conflict. However, through repeated complaints and eruptions over seemingly insignificant issues, it became clear that people had hidden expectations of future roles and strategy for the company. This was clearly not a sustainable family culture.
Through assessment, honest feedback and coaching, family members came to see the negative potential of these personal agendas and found the courage to speak the truth to each other. Each individual came to know his/her true gifts and challenges and the implications in their personal and professional life. Some career planning was done, some common goals and strategies for the future articulated, and more realistic expecations put in place.
