The role of chief executives and other senior people can be intensely lonely. Often they don't know with whom they can safely discuss critical organisational, personal, or strategy issues. My role is to give senior people the time and space to think and to reflect on what is most important and how they can have the impact they want to have.
At the same time, it's important to link individual coaching with other work. I encourage leaders to get feedback on their impact on others and to talk to subordinates more openly about the issues that most concern them. Without links such as these, coaching can lose touch with organisational and group realities.
Real Time consultancy
By "real time" consultancy, we mean helping clients, in the moment, on the key issues as they emerge. Instead of going to an Awayday or outside workshop, we suggest that clients make time in the course of regular meetings and events to step back from day-to-day business and address underlying issues – such as questions of direction, roles and responsibilities, key relationships, group processes, organisational change, leadership or individual development.
With outside help, it is possible to see the issues much more clearly if they are tackled in the moment, in the work setting, and the conclusions are much more long lasting if questions are dealt with now and not in the artificial environment of an Awayday. Our objective is to enable our clients – not to pretend to do it for them – and help them find the courage and the skill to deal with the issues that matter.
With colleagues from Ashridge, George has worked on a wide range of programmes from international organisations. These programmes often involve a mix of:
- Large group and small group workshops, focused on individual learning, strategy, leadership and organisational change
- Executive coaching
- Action learning
- Internet support and learning
George has designed, organised, and led many interactive workshops in the health and medical research worlds. The numbers in each workshop involved range from 30 to 120.
It is very satisfying to see groups who arrive slightly suspicious of each other discover that they have a lot of common ground; that they share objectives and passions and can work together efficiently. Often people become less preoccupied with what separates from other groups and more interested in the possibilities of group action.