Archive for Executive Coaching

Managing Workplace Conflict – Seven Simple Steps to a Mediation Mindset

New Sheridan Whitepaper on Managing Workplace Conflict!

We recently held the latest in our Sheridan Breakfast Series, called “Managing Conflict in the Workplace ”. The findings from this event are shared in this paper. They reflect our view that effective workplace mediation can not only repair professional relationships but make them stronger.

We are indebted in setting down our thoughts to the contribution of Martin Tiplady OBE. Martin has held HR Director roles in both private and public sectors, most recently as HRD of the Metropolitan Police Service. He was named as HR Director of the Year by The Daily Telegraph and awarded the OBE for services to HR in the police force. A qualified mediator, he is still viewed as one of the most influential people in HR today. Martin is in demand as an investigator of difficult and sensitive issues, difficult complaints and whistleblowing allegations of fraud, bullying, discrimination, harassment and breakdowns.

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New Sheridan Whitepaper on Coaching through Change!

New Sheridan Whitepaper on Coaching through Change!

We recently held the latest event in our Sheridan Breakfast Series, “Coaching through Change”. The findings of this breakfast are shared here. We also wanted to share some of our own work in this area for a growing number of international clients. And we were especially keen to listen closely to the experiences of breakfast guests using executive coaches during times of change.

Executive coaching brings improved levels of performance to existing and future roles. It accelerates high potential; manages stress, change, conflict or crisis; and acts as a confidential sounding board for sensitive and strategic management issues. In a world full of change, we are not always able to make time to stand back, reflect and see the bigger picture and yet the faster things change, the more people need to take time to reflect. Coaching through change gives an organisation the space to do this and ensures that important decisions and actions are considered. And this in turn means that outcomes are more likely to be positive for all. The personal dimension is everywhere during times of change. Many of us know of someone who had a lot of success and then hit a wall when circumstances changed. They need the time and space to refocus on what they need to do next and how to absorb new realities

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Having Meaningful Conversations in the Workplace

Sheridan Resolutions

Having Meaningful Conversations in the Workplace| 12.2.20

Effective communication results in minimising potential misunderstanding, creates unity as everyone is aligned or clear on the views or aims of another individual or company. An effective communicator understands their audience, chooses an appropriate communication channel, hones their message to this channel and encodes the message to reduce misunderstanding by the receiver(s). Overall, this results in improved employee and business relationships.

Choosing the right mode of communication, that is delivered in the right way is critical across an organisation, but arguably none more important than between a line manager and a direct report. These parties have an on-going relationship and one that is built on trust and respect, so therefore meaningful conversations are imperative. Delivering feedback effectively or following up with a direct report on a missed deadline, is a skill, and one that all too often, line managers are expected to know how to do. Here are some tips to ensure you are ‘BOOST’ing your feedback:

• Balanced – Feedback should look at both positive and negative aspects of an
individual’s performance, not just one or the other. All achievements should be
duly recognised. It motivates employees to give their best every time. If there are
any areas for improvement, work together to come up with ideas of how to
overcome them.

• Observed – Feedback should be based on first-hand observations rather than reports from others or even your own feelings. Managers who are directly responsible for their team members have a more precise understanding of how a team member performs. They are thus able to give more constructive feedback based on their own observations.

• Objective – Being objective allows the communicator to be constructive in their communication and think about the audience(s) and what is important for them to hear or take from the communication.

• Specific – Make sure your messaging is to the point. Vague feedback gives no direction and can give confusing messages.

• Timely – Communication should also be timely. For example, if feedback is given at the time, or shortly after someone’s actions, this has a much more positive impact as it is given in context, is relevant and likely to be more accurate.

If delivered in the right way, communication allows you to take others with you, ensuring all relevant parties are aligned and clear on the necessary actions or steps ahead. So, don’t forget to communicate to your direct team, wider team, stakeholders and suppliers. Ensure everyone is on the same path. Most importantly, ensure your teams are equipped to do the same, give them the skills necessary to be an effective leader.

If you would like to provide some support and coaching for your line managers to ensure they are having meaningful conversations with their direct reports, contact us to see how we can help by emailing us at: info@sheridanresolutions.com

Posted in: Executive Coaching, Team Performance, Leadership Development, Our Approach, News

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Coaching through Change – Our latest Sheridan Breakfast

Our latest event this week was all about “Coaching through Change” held at the offices of our friends at Liberty Group. In an excellent session, we looked at our own experiences of Coaching through Change in a variety of case studies and got excellent feedback from attendees on the Top Tips for best outcomes from coaching interventions.

It’s so important to hold these breakfasts. In today’s fast-moving and changing world, we are not always able to make time to stand back, reflect and see the bigger picture – and yet everything we do starts with thinking. Executive coaching enables self-reflection and therefore ensures decisions and actions are considered. This in turn means that outcomes are positive for both coaches and sponsor organisation. It brings improved levels of performance to existing and future roles; accelerates high potential; manages stress, change, conflict or crisis; and acts as a confidential sounding board for sensitive and strategic management issues.

We will share the results of the breakfast in a forthcoming whitepaper and podcast.

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New Sheridan Whitepaper on Team Coaching!

New Sheridan Whitepaper on Team Coaching!

We’re delighted to showcase our whitepaper on Team Coaching. Team coaching is moving rapidly up the agenda of businesses we work with. The International Coach Federation (ICF) has identified it as the single biggest area of coaching growth over the last decade.

It fits in with our values at Sheridan Resolutions. We often talk about reasserting humanity in an era of disruption. To do this in the workplace in practice means that businesses must find and embed better ways for individuals to work positively and more effectively with one another within their own teams – and for those teams to work more effectively with other teams.

Key issues addressed in this whitepaper on team coaching include the impact on performance, on leadership and on how teams collaborate both internally and externally. And it’s important as well to remember that a great executive coach is not necessarily the same thing as a great team coach – we help readers understand what separates the best from the rest.

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Team Coaching Podcast – have a listen!

Welcome to our very first Sheridan Resolutions podcast! We’ve picked Team Coaching as our first subject … read here what it’s about and have a listen to the audio at the bottom of this article …

Team coaching is emerging as a major area of interest for organisations everywhere. The International Coach Federation (ICF) has identified it as the single biggest area of coaching growth over the last decade – and it is not hard to see why.

At Sheridan Resolutions, we often talk about reasserting humanity in an era of disruption. To do this in the workplace in practice means that businesses must find and embed better ways for individuals to work positively and more effectively with one another within their own teams – and for those teams to work more effectively with other teams.

This is easier said than done. Teams are changing and the coaching response needs to change too. This means understanding what we mean by “team coaching”, as distinct from other terms, such as team building, team development and others. It also means identifying the common factors underlying successful team coaching, all of which we have looked at in this podcast.

There are many scenarios in which team coaching be used, such as coaching existing teams, new teams, teams facing new challenges or teams taking time out to reflect. In addition, systemic team coaching – which looks at the connections between teams – is growing rapidly in importance for many businesses.

Key considerations addressed in this podcast on team coaching include the impact on performance, on leadership and on how teams collaborate both internally and externally. And it’s important as well to remember that a great executive coach is not necessarily the same thing as a great team coach – this podcast seeks to help listeners understand what separates the best from the rest.

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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

Posted in: Executive Coaching

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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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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

Posted in: Executive Coaching

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Executive coaching key to creating a learning culture

As a company grows, the personality and idiosyncrasies of its leader sets the tone for the entire workplace culture. Very few leaders come to the table with the full set of skills they need to build their companies – and the way they think and act can affect everyone around them.

Those who understand the challenges associated with building and scaling a successful company can attest to the benefits of executive coaching. By encouraging leaders with whom we work to get into the habit of being coached, we set in place the start of a learning culture for all.

For many, this requires a change in leadership style, as the leader moves from a position of dominance to one of enabling learning and creating knowledge within their teams. And leaders needs to be learning constantly themselves – just like anyone else – and that makes it as easy as possible for others to do the same.

To develop a coaching culture requires an understanding that everyone has their own learning style. A skilled executive coach knows that no two people think the same. So a prescriptive approach can never work – only the learner can discover how, via their own growing self-awareness, they can move forward.

Coaching is therefore there to fill the gap and unlock the potential in each individual. At present, however, 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. This is a shame, as executive coaching is inevitably a far more effective as part of an overall learning strategy, rather than a standalone.

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

Posted in: Executive Coaching

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