While employee training provides a leveling of skills across an organization, coaching is its more fruitful twin, offering a targeted learning experience that accelerates growth. Perceptions of the past view coaching as something reserved for problem employees; something must be fixed. The evolved view sees coaching as quite the opposite. In order for one to expedite their development and achieve ultimate success, other than learning from failures, there is no better way to acquire the skills necessary to be successful and contribute in progressively meaningful ways to the organization.
As leaders upwardly progress through the levels of management, it becomes increasingly important for one to have access to an objective, third party, trusted advisor in the form of a coach. In our experience, coaching is most critical in the following cases:
- Advancement to a new position
- Considered upwardly mobile
- Has difficulty getting the results one wants from one's team
- Highly visible positions
- Performing well but lacks leadership qualities
- Displaying leadership qualities but lacks the ability to hit performance goals
- Lacks self-awareness and impact on others
At the forefront of all ISI Coaching is agreement on the desired outcomes. What does one want to build? improve? explore? achieve? As important, how will one’s success with coaching be measured? ISI's coaching model focuses on outcomes and includes four key components: Strategic Thinking, Self & Other Awareness, Skill, Knowledge & Experience Building, and Execution.