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The hidden benefit of executive coaching

Our lead article in this week’s Sheridan Weekly reveals a hidden benefit of executive coaching. The growth of the executive coaching industry has been well documented in recent years. But there is one key asset that is frequently overlooked – the potential to unlock talent and capability.

Executive coaching necessitates a change in leadership style – managers don’t have the specific answers, so they no longer need to waste time pretending that they do. Instead, they should move to a position of enabling learning and creating knowledge within their teams. Everyone needs to be learning constantly, including managers, and increasingly their purpose is to create the conditions that make it as easy as possible for others to do the same.

At Sheridan Resolutions we know that to develop a coaching culture requires an understanding of this learning mentality – and its individuality, because everyone has their own learning style. As the business coaching pioneer Sir John Whitmore once noted:  “No two human minds or bodies are the same. How can I tell you how to use yours? Only you can discover how, with awareness.”

Coaching is there to fill that gap and unlock the potential in each individual, yet only around one-third of organisations make use of it in developing people for executive roles. Most continue instead to rely upon customised training and developmental job assignments as the foundation of their leadership development approach. Yet executive coaching can be far more effective as part of an overall learning strategy rather than a standalone.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.


Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Teams need both individual and collective impetus

There’s a lovely lead article in this week’s Sheridan Weekly about team development. For teams to become more than the sum of their parts, it says, effective team development requires the nurturing of both individual and collective skills, as well as behaviours and attitudes beneficial for team dynamics, cohesion and trust.

Collective and individual development needs to be aligned and synchronised. Team performance increases when individual members are progressing, while collectively working towards a team development.

This very much echoes the themes of our recent Sheridan Resolutions Breakfast Summit Series on Team Coaching, aimed at HR thought leaders and senior business decision-makers – and a forthcoming paper on the subject.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Conflict Resolution in the Workplace

At Sheridan Resolutions, we’re really excited about the next event in our 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. This event, later this month, will deal with “Conflict Resolution in the Workplace”.

At this breakfast, we will lead an interactive discussion on the resolution of day-to-day and high-profile confrontations at work. We plan to stimulate a debate with you on which conflict resolution approaches can be put to use and when for maximum impact.

Facing conflict at work can feel incredibly challenging and stressful to most employees and managers, and dealing with it well is no less of a challenge. More than ever, inappropriate behaviours and bullying and harassment allegations are at the top of the people agenda. We share alternative options for addressing these swiftly and discreetly in the least way damaging to the business and your staff so you leave the breakfast with a clear set of practical ideas to take forward.

A Thought Leadership Paper will follow to help you reinforce key learnings for the benefit of you and your business which will reflect the input from attendees at the session.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Executive coaching: The importance of trust

There’s a really good lead article in this week’s Sheridan Weekly around that vital ingredient of executive coaching – trust. In the absence of trust, it says, executives tend to be defensive rather than candid, making it hard to identify the core drivers that underlie their performance. Without trust, it’s also difficult for the person to take the “leap of faith” necessary for considering alternative ways of thinking or experimenting with new behaviours.

Leaders face a difficult and growing challenge: they need to give leadership to those who know far more about a particular business process or specialism than they do. This necessitates a change in leadership style – managers don’t have the specific answers, so they no longer need to waste time pretending that they do. Instead, they should move to a position of enabling learning and creating knowledge within their teams. Everyone needs to be learning constantly, including managers, and increasingly their purpose is to create the conditions that make it as easy as possible for others to do the same.

To develop a trusting executive coaching culture in this new environment isn’t easy. It requires an understanding of this learning mentality – and its individuality, because everyone has their own learning style. Executive coaching is there to unlock the potential in each individual and trust lies at the heart of its success or otherwise.

Keep looking at our blogsLinkedIn and twitter. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Would you employ the “you” of 30 years ago?

“Would the 54 year-old me employ the 24 year-old me?” That’s the great question John Neal, CEO of Lloyd’s asks himself every morning to keep inclusivity towards younger perspectives at the front of mind. I was so happy and proud for Sheridan Resolutions to hear John and many other inspirational people in supporting the “Leaders of Tomorrow” conference last week.

This was a very special day. Younger members had the opportunity to express their views on what they feel needs to happen within the London Insurance market firms to ensure it attracts the right individuals to satisfy changing customer demands and meet the future market challenges.

Look at the video of John Neal in this link or scroll down this week’s Sheridan Weekly. In it, he talks of the importance of putting inclusivity at the top of every boardroom agenda and floats the increasingly popular ideas of shadow young executive teams and reverse mentoring.

What I took away was the importance of creating time and space to keep checking in with one’s own inclusivity. This means communicating with bravery, listening to views from every possible source and, where necessary, taking bold decisions.

Keep looking at our blogsLinkedIn and twitter. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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The growing importance of Team Coaching

Here at Sheridan Resolutions, we’ve been very excited for some time about our 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. The first of these, earlier in April, dealt with Team Coaching, particularly focusing on helping senior teams to work more effectively together.  This subject is clearly emerging as major source of interest for clients.

The excellent speaker at the event was Ty Francis, an expert on the concept of systemic team coaching. Ty pointed out that one of the issues in this emerging field related definition. The latest research from Henley Business School has identified 15 different definitions of team coaching by leaders in this field – flagging difference in the purpose, objectives, scope, application and orientation of team coaching, as well as differences in understanding the coach’s remit, focus and required capabilities.

It’s also important to understand the difference between team coaching and systemic team coaching. The former is a process of raising a team’s level of awareness of its functioning, while equipping the team to change its behaviours in a way that is more focused collectively, in service of higher performance. The latter addresses the connections between teams, helping to develop collective leadership to more effectively engage all stakeholders in the joint transformation of the business.

The breakfast went into depth on the growing importance of team coaching and received excellent feedback from those who attended for a clear understanding and set of ideas as to next steps. We want to share this knowledge for this and future events, so for each event in the Sheridan Resolutions Breakfast Summit Series we will also produce a Thought Leadership Paper to help reinforce key learnings, as well as using it to stimulate wider discussion on each topic.

The “Team Coaching” paper will become available in the coming weeks so keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Disruption increases demand for executive coaching

According to our lead article in this week’s Sheridan Weekly, the first lesson of leadership is: “What got you promoted won’t help you now”. Add in the disruptive power of technology, stoking the fastest-ever pace of business change and the inadequacy of yesterday’s successes becomes very clear.

Employees are also stepping up to leadership roles at much earlier stages in their careers. They’re under pressure to simultaneously drive strategy, perform functional responsibilities, and develop their personal leadership style. These new leaders are crying out for executive coaching, both individually and in the way they work with others in the executive team.

The latter is why, here at Sheridan Resolutions, we’re very excited about our forthcoming 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. The first of these, later this month, will deal with Team Coaching, particularly focusing on helping senior teams to work more effectively together.

The key speaker at that event will be Ty Francis, an expert on the concept of systemic team coaching. We want you to have a clear set of practical ideas as to next steps. So for each event in the Sheridan Resolutions Breakfast Summit Series we will also produce a Thought Leadership Paper to help reinforce key learnings, as well as using it to stimulate wider discussion on each topic.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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The growing power of team coaching

At Sheridan Resolutions, we’re very excited about our forthcoming 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. The first of these, later this month, will deal with Team Coaching, particularly focusing on helping senior teams to work more effectively together. The key speaker at that event will be Ty Francis, an expert on the concept of systemic team coaching.

Team coaching is so important – it involves a single coach working with a group of managers or executives. This gives members of the group the opportunity to stretch beyond their current abilities. And by partnering with the team in the context of its everyday work challenges, the coach can introduce new ideas and see opportunities to improve team performance as a whole. One aspect of this, better collaboration, is featured in today’s Sheridan Weekly.

Team coaching is on the increase. It can be confused with team facilitation, offsite away-days, etc. We want you to have a clear set of practical ideas as to next steps. So for each event in the Sheridan Resolutions Breakfast Summit Series we will also produce a Thought Leadership Paper to help reinforce key learnings, as well as using it to stimulate wider discussion on each topic.

Keep looking at our blogs, LinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

 

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The case for strong professional relationships

Companies that enjoy a high-performance workplace, we have found at Sheridan Resolutions, have something in common: a culture that encourages inclusion, collaboration and teamwork.

Recent articles in the Sheridan Weekly and iremind me that it’s difficult to foster this culture unless professional relationships are strong and respectful, with a pro-active approach to mediation whenever conflict arises. Disagreements between employees can seem like a little local difficulty, but unless tackled quickly, can spread to have a negative impact on corporate culture and, ultimately, the employer brand. To have even two employees in conflict can become problematic for an entire organisation.

If your organisation has the aspiration to be the best, or at least as good as it can be, then remember this: what’s important is not just bringing in mediation to tackle conflict when the damage is already done. It is in fostering a culture to strengthen professional and respectful relationships to minimise conflict – and acting quickly to settle a dispute if it arises.

Don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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A Confidence Boost for Female Leaders

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There are some excellent articles on women in leadership in this week’s Sheridan Weekly. One feature looks at how women in senior positions can profoundly change a company’s culture, while another looks frankly at the reluctance some men feel around mentoring aspiring female leaders. Both pieces are well worth a read.

As someone who has worked in the City for many years, I am acutely aware of some of the difficulties women face in getting into and thriving in senior roles there, as elsewhere. Whilst there has been a marked improvement in the past few years, corporate life is still a challenging environment.

Women hold less than a quarter of FTSE 100 directorships. At Sheridan Resolutions, we support women to think about their style, approach and confidence in the workplace and provide insight and guidance on how to best get to where they want to be. Sometimes the need is for one-to-one coaching or mentoring to focus on specific needs and to gain insight as to how best to interact with colleagues and behavioural styles to address.

This gives them the confidence they need to approach their careers from a new angle, with a momentum that can carry them further within a company than they may have previously thought possible.

Don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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