Level 1: Leaders at the lowest level do more harm than good. They are often completely focused on themselves, actively disregard opportunities to develop others, and aren’t aware of negative impact they have on their team. They are lost, not even aware of what coaching is, let alone its benefits.
Level 2: Aware of their need for development, Level 2 leaders are trying to improve but often don’t know how. These leaders are learning the value of coaching by being coached themselves. Their own performance is beginning to increase as they learn how to be more proactive and solve their own problems by practicing the leadership skills developed in coaching.
Level 3: At level 3, leaders are confident in their own technical proficiency and ability to get tasks done. However they now realise it’s their ability to lead people that will drive future performance rather than their personal ability to execute. They begin to focus on developing their own coaching skillset shifting their attention to coaching people. This is where they start to elevate their team’s proactivity and performance, drawing the best out of individuals and harnessing the collective brilliance of team.
Level 4: Level 4 leaders are strategic in their thinking and passionate about developing people. When these leaders begin to coach others to coach, they shift from developing high performing individuals and teams to developing leaders and leadership teams who develop other high performing teams. Their focus is embedding coaching practices and behaviours into the way their teams operate.
Level 5: The influence of level 5 coaching leaders is felt well beyond their own team or department. Coaching for these leaders is a tool to lift people’s thinking, inspiring strategic leaders who focus on developing culture, people, and performance, organisation wide. For these leaders, coaching has become the default approach to continuously improve themselves, the people they lead and the organisations they are part of.