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Things do not change; we change.

Henry David Thoreau


Executive Coaching


Creating value


Coaching is effective for executives who know where they want to go but are not quite sure how to get there. It helps improve executive performance when:


  • taking on a new role within the organization
  • being identified as someone with high potential or who fits in the succession planning process
  • expanding the scope of responsibilities
  • taking charge of or driving organizational change or strategies critical for organizational success needing to optimize capabilities to      improve the performance of others
  • needing sounding board or critical thinking from an outside perspective.


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Coaching is traditionally viewed as a tool to help improve performance. However, executive coaching is a tool used to proactively develop leadership potential. In fact many major companies have made coaching a core part of executive development.

According to the Global Leadership Forecast, HR professionals indicated that 37 percent of those who fill leadership positions fail by either leaving their positions and/or not achieving their position objectives. This proportion did not vary significantly when open leadership positions were filled by internal or external candidates, nor did it vary by candidates at different job levels within an organization.

Leadership development coaching focuses on improving the performance or increasing skills of a leader  to bring the organization to a higher level of effectiveness. In some cases this means helping the leader become a coach.

Executive coaching is most effective when executives feel that a change in behavior—either for themselves or their team members—can make a significant difference in the long-term success of the organization.

Experts agree that coaching can be particularly effective for an executive in times of change, such as a promotion, stretch assignment, or other new challenge. Another increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers. Coaching can help executives to better understand and lead a new generation of employees with work ethics and values different from their own.

Many executives benefit from receiving feedback, but as managers and leaders move up the ladder, feedback is less frequent. An executive coach can provide open, honest feedback to improve the executive’s performance and strengthen the organization.

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Our Approach


Our first step in the executive coaching process is to assess the current capabilities of the leaders in need of development and to match them to the identified competencies that are important to the organization. This assessment can be formal, using leadership assessment tools (internal, external) or informal, mainly through interviews with the coachee, direct supervisor and the HR management.

The second step is an informal meeting with the potential coachee, in order to clarify his/her expectations regarding what coaching can do for him/her, how coaching works and if a cooperative and trustful rapport can be developed between the coach and the coachee

The third step is to define the objectives of the coaching program together with the coachee and the organization, in order to make sure that these objectives are clear and agreed between the individual and the organization.

When coaching objectives are agreed, the coaching sessions can start, usually for a period of 3 to 6 months

How can we help to develop leadership competencies and skills via the coaching process?

We select and apply the appropriate strategies to turn leaders’ potential into performance and effective leadership behaviors in order to realize improved business operations and accomplish defined goals and objectives. 



Starting Point


We can have different starting points, depending on the context of the coaching intervention. Sometimes the initial meeting is with the potential coachee, sometimes with his/her supervisor, sometimes with the HR management.

The initial discussion is always about the need for coaching and the context of the intervention.

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  • Coaching for Performance
  • HCA Code of Ethics

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