Coaching has become a staple in business today as events in business, technology, organizational dynamics, and changes in workplace demographics have created unprecedented challenges for both organizations and individuals. In many cases, the individual commitment, capability, and motivation of employees, combined with effective leadership and the appropriate information technology, determine success or failure of an organization or, at the very least, the difference between peak and average performance.
Coaching is a uniquely constructive vehicle for influencing others and achieving organizational goals by providing direction, support, and positive examples in a hightrust, objective context. It can be a powerful intervention, uniquely positioned to frame and anchor developmental gains. In fact, studies show that people who have coaching experiences are more able to carry out their developmental plans successfully than those who don't.
Triaxia Partners'SM Offerings As a way of harnessing individual and organizational potential, we offer coaching in the following four areas:
- Transition Events (Internal candidates who have potential to advance in the organization)
Success in one position doesn't necessarily ensure outstanding performance in the next assignment (hence, the Peter Principle). Candidates who want to move up in an organization often need to assess what is working in the current assignment that may not be successful in the next. The coaching engagement focuses on the specific requirements of the new job(s) and analyzes the candidate's readiness for the assignment and willingness to make the necessary changes to be successful.
- Key Focus Areas
Often, talented, capable people simply need help or polish to enable them to go to the next level, even if they are skilled at doing the work that the job demands and ready to take on the new responsibilities. We offer coaching to improve one's overall presence and image or to help with some specific area that needs development, such as the ability to speak in public effectively or to improve one's general appearance.
- Onboarding (Acclimating a client to a position in a new organization)
Coaching in this context accelerates the process of learning the ropes of the new environment. The coach can help the new hire understand more quickly the important opportunities to embrace and pitfalls to avoid in unfamiliar territory. This process helps the new hire to identify and accumulate some quick wins that will make him or her part of the new team.
- Peer Assisted
Peer coaching grew out of a McKinsey study that says people like working with people who help them grow and develop. People with similar issues but perhaps with a different work focus can help each other, acting as sounding boards and creating a forum for solving problems together.
Creating peer groups of future leaders creates an infrastructure where ideas can be tested and behaviors evaluated. The role of an external coach in a peer coaching engagement is to synthesize, suggest experimental approaches to problem solving, and monitor accomplishments.
While each coaching situation is unique, a typical coaching module includes six to ten one-to three-hour sessions with availability for interim contact and follow up.
We deliver coaching modules in groups of six, eight, or, in some cases, ten-session-configurations.
In addition to one-on-one sessions, our coaching strategy includes the use of objective data, such as that provided by 360 feedback tools, emotional intelligence profiles, personality inventories, and other instruments that bring an added dimension of insight and reality to the conversations.
The final piece of the Triaxia coaching model includes the active use of resources and tools, such as readings, action exercises and structured experiences to increase self awareness and accelerate change.
Desired Outcomes
Assuming the person has the both the ability and the willingness to bring about behavior changes, effective coaching should typically produce:
- Increased self awareness
- Identification of developmental areas and/or nonproductive behaviors
- Selection of alternative behaviors
- Ability to practice alternative behaviors
- Identification and implementation of ways to embed and sustain replacement behaviors
- Increased self-confidence and effectiveness
Model of coaching and resultant change over time
