Rosia Bay Ltd

I n an increasingly globalised and interconnected marketplace, the private, public, charitable and creative sectors must cultivate leaders who are visible, and who can deal with change quickly and calmly. It’s not just leaders – talented professionals at all levels need to be resilient yet adaptable in a rapidly changing world. Truly forward looking, insightful leaders will know how to bring out the exceptional qualities of their personnel and their organisations; these qualities include accountability, transparency in communications, and the ability to  foster confidence and clarity in group operations. Not surprisingly, organisations led by such leaders are the most “engaged” and motivated whether the sector private or public, education, health or financial services.  Against a back-drop where responsive and empathetic leadership is more crucial than ever, executive coaching has flourished. This is particularly the case where the coach assigned can offer an expert view of how to acce

Executive coaching may be regarded differently by different people. While there may still be some people for whom the concept of “coaching” may carry connotations of remediation, for the most part, this outdated idea has fallen by the wayside. Executive coaching is assisting top executives, managers, and other identified leaders to perform, learn, stay healthy and balanced, and effectively guide their teams to successfully reach desired goals and exceed individual and corporate expectations. Enabling leaders to unlock and unleash their full-potential so they bring greater value and abundance to the people and entities they serve. When today’s executive decides on executive coaching for themselves or perhaps it is recommended by the Board of Directors (in the case of a CEO), the connotations are almost always positive. It says on behalf of the organisation, “We believe in you and your ability to do great things. We’re willing to invest in executive coaching so you can fulfil your potent

Senior people in organisations have a lot to do. In fact, my experience of working with senior managers and executives across a range of industries is that they have more to do than the time available to do it in and it’s never-ending and relentless! I know from clients, when they experience overwhelm i.e. ‘too much to do’, their automatic response is to work in a way to get through it all, head down. Problem is that when they follow this approach they never actually ‘get through it all’ and they will inevitably rush and take short cuts. This leads to incomplete work, mistakes and in some cases, disaster. So now they have more to do – redoing work, putting out fires caused by the incomplete work and dealing with the fallout. I think that most senior managers would recognise what I am talking about. You might ask “What’s the answer?” As much as I would like to say that there is an answer, in my experience there is no prescriptive answer that will address all scenarios. However, I do ha