Executive Coaching can be an effective and efficient tool for helping leaders in transition to raise their self-awareness, clarify their goals, increase their focus and strengthen their relationships. Here are examples of situations in which Executive Coaching has proven its value for leaders in transition in professional services firms.
In the partner window
Eighteen months prior to election
Mary* is satisfied with her technical abilities. She wants coaching to strengthen her business development skills, and to help her demonstrate that she is a team-player while still distinguishing herself from her peers. She knows that the next twelve months up to election are critical.
The new partner
Up to three years after election
Roger* is delighted to be elected to partnership. Now he wants coaching to help him broaden and deepen his relationships throughout the partnership, to help him structure work so that he can delegate effectively while maintain quality, and to realign existing relationships with those who previously knew him as an Associate.
Making a mark
Election plus three to ten years
Henry* is a proven contributor as a partner. Now he wants coaching to help him shape a distinctive role within the partnership, to help him delineate where and how he should focus to maximise his contribution, and to explore how he can establish, maintain and strengthen trusted advisor relationships outside and inside the firm.
Riding the curve
Ten to fifteen years after election
Beatrice* is the recognised expert in her field in her firm. She is looking to coaching to help her raise her profile outside the firm to become the leader in the market, to support her thinking through how to structure better relationships with other departments, and to help her become a role model able to attract and groom new partners for her area of specialism.
Taking charge
Election plus fifteen to twenty years
Fandi* is appointed to a major management role. She wants coaching to help her develop a new vision for the business and organisation, to help her build alliances inside and outside her area, and to support her thinking through how to challenge and if necessary discard old policies and practices.
Sustained performance
Election plus ten to twenty years
Morgan* is not interested in a management role. He would like coaching to help him to explore new goals that can reorient his ambition and maintain his drive as he broadens and deepens his contribution within his existing role.
Lonely at the top
Election plus twenty to thirty years
Lee* is senior partner. She is looking to coaching to help her better communicate and implement her vision for the firm, to help her relentlessly drive performance without alienating staff, and to help her discover a way to maintain friendships with partners without compromising her new position in the firm.
Leaving a legacy
Election plus thirty to forty years
Donald* is due to retire in two years. He is looking to coaching to help him shape a legacy from his distinctive contributions, to think through how to hand over roles and let go of responsibilities, and to help identify and evaluate new opportunities to continue to make a difference.
Lateral hire
At any level
Waldo* is a lateral hire: he wants to hit the road running in his new firm. He would like coaching to help him to establish in the new firm productive relationships that create space for him to deploy his capabilities, maximise his contribution and complement existing practices.
* Names have been changed