The Coaching Leader Program
10x your leaders’ performance by empowering
the development of more capable leaders.
Have the confidence in the capacity of
your leaders to navigate future growth.
The Coaching Leader Program
10x your leaders’ performance by empowering
the development of more capable leaders.
Have the confidence in the capacity of
your leaders to navigate future growth.
Are you an executive with leaders who:
Struggle to find the time to develop their people?
Consistently finds themselves solving other people’s problems?
Wish their staff would show more initiative?
Fears losing good people from their team?
Wonder if they can develop the leadership capabilities fast enough to navigate organisational growth?
Struggle to find the time to develop their people?
Consistently finds themselves solving other people’s problems?
Wish their staff would show more initiative?
Fears losing good people from their team?
Wonder if they can develop the leadership capabilities fast enough to navigate organisational growth?
The challenge is that your leaders can’t add more hours to the day, nor do they have the budget to hire someone to develop people full time, we need to do more with less. To manage the workload, they find themselves doing what is quickest and easiest – directing staff and solving problems for others. Neither of which develops people.
The key to manage this pressure is to develop people whilst you lead them day-to-day. Few leaders have the skills to do it.
When a leader has coaching skills, every problem a team member brings is an opportunity to coach. In this way, leaders can develop their staff as they lead day-to-day whilst conducting business as usual.
The Coaching Leader’s Journey
The more a leader coaches, the greater the performance of their teams and the more value their leadership generates for the organisation. The development journey of a coaching leader travels through five levels.
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.
The Coaching Leader’s Make Up
The make up of a coaching leader consists of three primary components. The coaching mindset, the coaching skillset and the coaching practice.
The coaching mindset incorporates more than just a good understanding of what coaching is and how it can be used effectively. It includes cultivating a growth mindset, a belief in people, their potential, and their ability to make a difference.
The coaching skillset is the suite of tools, models and skills that enable a leader to coach. The more advanced a leader’s skillset, the broader the range of circumstances they can use coaching skills to enhance their approach.
The coaching practice refers to the leader’s application of coaching in the workplace. It also refers to the disciplined development of their expertise in using coaching to enhance their leadership.
Together these three elements allow leaders to identify opportunities to coach, to self-coach in a way that consistently enables them to continue their own personal growth and development and eventually master use of coaching as a leader.
“Rapid, constant, and disruptive change is now the norm, and what succeeded in the past is no longer a guide to what will succeed in the future. Twenty-first-century managers simply don’t (and can’t!) have all the right answers. To cope with this new reality, companies are moving away from traditional command-and-control practices and toward something very different…The role of the manager, in short, is becoming that of a Coach.”
– Harvard Business Review
The Coaching Leader Program will create coaching leaders within your organisation by following a four-stage process.
Establish
The first stage is to establish a foundation for coaching in your organisation. This is where we introduce the concept of coaching and train leaders how to use basic coaching skills with their staff.
Experience
For leaders to really understand the process and benefits associated with coaching, they need to experience it themselves. The experience stage provides leaders with the experience of being coached and the experience of coaching others.
Evolve
The third stage continues the evolution towards a coaching leader by consolidating initial experiences and further equipping leaders with advanced coaching techniques. It is at this stage that leaders begin to consider how they can pass their coaching skills on to others.
Embed
Finally coaching needs to be embedded within the culture and ways of working across the organisation. This is where we start to explore how coaching can be incorporated into the systems and structures across the business.
From this program you and your leaders will walk away with:
A greater understanding of how coaching can improve everyday leadership.
The experience of being coached to improve individual performance.
A suite of coaching skills and tools to develop people whilst they lead.
Experience coaching others to coach and initiating exponential leadership development.
A strategy to embed coaching throughout the culture beyond the program.
A greater understanding of how coaching can improve everyday leadership.
The experience of being coached to improve individual performance.
A suite of coaching skills and tools to develop people whilst they lead.
Experience coaching others to coach and initiating exponential leadership development.
A strategy to embed coaching throughout the culture beyond the program.
Testimonials
“When the name of your coach becomes a verb in your organisation you know that you are onto something good and that a measurable impact on your culture is being made. Regularly hearing the phrases, “I have been Cliffed”, or “You’re pulling a Cliff on me,” is evidence the program provided common ground for people to build their knowledge and understanding of coaching frameworks and that they were actually applying them. This has allowed my leaders and their teams to implement new ideas and techniques that have really made a difference in a safe and peer supported environment.”
– Mickael Blanc, CEO of Focal Community Services
Clifford Morgan
BPsych(Hons), MOrgPsych, MAPS, FCOP
Helping Leaders Unlock Potential
Psychologist | Coach | Consultant
Cliff is passionate about organisational development, partnering with workplace leaders to assist developing themselves and their teams to achieve personal and corporate goals and fulfil organisational potential. An endorsed organisational psychologist he has over fifteen years of service with the Royal Australian Air Force, where he was instrumental in establishing the Air Force Leadership Coaching Program.
Cliff brings a wealth of experience that provides a unique perspective to assist his clients. As a coach he has worked with CEOs, military commanders, State and Federal government executives, and various business and community leaders across a wide variety of industries. In a consulting capacity he continues to work across the breadth of the organisational lifecycle, with experience in strategy, leadership development, organisational change, culture, and employee engagement. He is looking forward to working with you and your team to take the next step towards unlock your full potential.