Coaching Leaders

In all organizations, the ability to grow leadership competencies is necessary for workplace success. However in the workplace it can be difficult if not impossible to grow certain types of competencies alone. As experts in adult learning and individual change, we offer executive coaching to leaders seeking to develop leader competencies. At Everidian, our team members are master coaches. We are experts in cognitive-behavioral (focusing on mindsets and behaviors) approaches to leadership development, often publishing leading articles on the topic. We coach high performers, transitioning leaders and those in need of specific skill sets. We first gather data to ascertain the areas of strength in participating leaders as well as their desired improvements. Once reports are produced and shared with participants, we work with them to create an ideal vision of themselves, focusing on the preferred thoughts, skills and actions that would perfect their ability to manage. Learning and development then takes place through one-on-one coaching in an action-learning format that enables your leaders to practice new management skills in real time.

Creating Coaching Leaders

Organizations that develop employees are rewarded with high employee engagement, a strong talent pipeline, and a culture of organizational learning, among others benefits. As a result, another prevalent organizational expectation is for leaders to be able to competently develop direct reports. This expectation exists regardless of whether or not leaders have any training in developing others. Often leaders are promoted because of technical expertise and in fact have little to no formal training in developing others. To supplement this skill gap, Everidian offers programs that teach leaders how to become competent coaches. We do this by providing rigorously researched coaching models, role-plays, simulations, case studies, in the moment feedback, and action planning. Participants learn and plan coaching techniques, implement them in their organizations, and then return to the program to learn from collective experiences. By the end of the program, the coaching process has been internalized by participants and they have begun developing talent pipelines.