While it can be hard to measure the ROI of executive coaching, the benefits are many — ranging from improved productivity and decision-making to improved retention and engagement of the leader and his or her team members.
While leaders in the digital age face new challenges, they are also presented with a plethora of opportunities. New technical tools enable leaders to develop skills and behaviors quickly and efficiently.
Reverse mentoring democratizes learning; it takes the right to contribute and advise from the hands of the few and offers it to the many. The traditional approach to learning and development is top-down; reverse mentoring is bottom-up.
Imagine a leader who doesn’t scramble from task to task but stays present from moment to moment and from conversation to conversation. You don’t have to imagine these leaders; you can train them using mindful leadership development.
The USC Marshall School of Business in partnership with BTS USA, Inc, a global professional services organization dedicated to making strategy personal, announced the launch of a unique program to accelerate women to the executive level.
Many innovative organizations are exploring reverse mentoring: a method that takes mentoring and flips it on its head. In reverse mentoring, the mentee is the older, more senior leader, while the mentor is the more junior, often younger, employee.
We found that leaders’ natural behavioral styles can influence which leadership approach they prefer to use, but that leaders with high adaptability and versatility adjust their approach when followers require a high degree of relationship support.
Leaders often make coaching a separate task to be completed, viewing it as something else to fit into an already busy schedule. So, when I look at coaching in the business world, I find myself wondering: Is the notion of “coaching conversations” a cop-out?
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