I am a qualified executive, leadership, business and team coach based in Gillitts, Durban since 2012, building on a corporate career in Johannesburg. My last corporate position was National Head Marketing and Communications for one of the big four accounting firms based in Johannesburg responsible for leading a team of professionals in Southern Africa. I have 25 years experience working in senior managerial positions in the private and public sector as well as in the consultancy space responsible for leadership development interventions for a variety of clients. I have worked extensively in change and transition environments within client companies and believe in the power of coaching in potentially enhancing individual performance and transforming an organisational culture.
I established my leadership development consultancy in 2003 focusing on facilitating customised corporate leadership development programmes. I have been exposed to various coaching methodologies and practices across a variety of leadership development consultancies and implementation in various industries. I have gained valuable broad based exposure which has enriched my paradigms, experience and knowledge in the coaching field. I have formally practiced as an executive coach for the past 7 years and mostly coach executive and senior leaders locally and internationally. I also coach senior and high potential middle management in succession and talent pools for accelerated development for senior leadership roles.
Leadership development and coaching interventions across a variety of companies and industries include:
South African Breweries, RCL Foods, Imperial Tobacco, Mazars, African Marine Solutions, Unilever, Vopak, Vukani Group, PWC, Masthead (Pty) Ltd, Toyota, University of KZN (Extended Learning – coaching on Management Development Programme), Hulamin, Steinweg, Transnet, Sappi, Buckman Africa, Umgeni Water, Ngubane and Partners inc, Mpumalanga Health Department, Dube Trade Port, Legal Aid, Correll, Savino Del Bene, ABSA, Barclays Africa, Standard Bank, Nedbank, Business Connexion, Old Mutual, Sasol, Hyphen, Energy Cybernetics, AON, Schering Plough, Adcock Ingram, Premier Foods, Concor (Technicrete), Diners Club International, Jowell, Glynn & Marais (Corporate Lawyers), University of Johannesburg, Professional People Society, The Future Group, National Youth Development Agency, The South African Police Service and others.
Executive and business coaching specialist areas
I achieved a Masters Degree in Management Coaching (USB), a Masters Degree in Business Leadership (Unisa) and previously a Honours Degree in Communications Science (UOFS). I am qualified as an executive coach through Results Coaching Systems (Neuro-Leadership Group), which is accredited with the International Coach Federation (ICF). I am a COMENSA (Coaches, Mentors South Africa) credentialed practitioner and evaluator as well as a Transactional Analysis and Integrative Enneagram practitioner. I am accredited on the Personal Profile Analysis (PPA) and Personal Values Profile (PVP), both HPCSA (Health Professions Counsel of South Africa) registered. I am also accredited as a brain-based learning and performance and emotional intelligence specialist (Neurolink-Interactive).
The approach followed is cognitive-behavioural embedded in neuro-science, influenced by solutions focused, positive psychology and systemic coaching approaches. I have a structured process however remain conscience of the flexibility needed to accommodate the nature of the coaching objectives and the learning style of the client. My approach as a coach is steered towards discovering each individual’s unique potential by working through a self discovery process with the individual in developing and enhancing these qualities towards achievement of coaching objectives. I include behavioural assessments for increased self awareness at the outset and during the coaching journeys. Throughout the coaching journey there is a continuous, conscious focus on building new neurological wiring in the form of new behaviours towards achievement of coaching objectives.
The neuro-scientific approach supports the view that knowledge about one’s unique neurological wiring, can unleash unlimited potential and personal growth. Self awareness and discovery during the coaching journey are important cornerstones of the development process.
The coaching structure
The coaching journey starts with a chemistry session before the first coaching session with the objective of determining the work style compatibility between coach and client. The coaching approach and process are explored and all questions answered. If both parties feel comfortable after this session, the coaching relationship is formalised in the form of an agreement. This is followed by behavioural assessments to assist the client in identifying strengths and development areas impacting their effectiveness in their current role. The assessments are analysed and discussed between the client and coach so as to assist the client with objective setting for the coaching journey. Objective setting is normally completed by the second session and shared with the line manager in the form of a three-way session. Systemic feedback in the form of team and one-to-one observations by the coach providing feedback to the client are also included in the coaching journey as all as receiving line manager feedback during the three-way sessions. Coaching sessions focus on developing strategies and monitoring actions executed by the client to build new neurological pathways. Throughout the coaching journey the impact on business (IOB) is assessed so as to track impact and results of the client s behaviour within the organisational context. A sustainability plan is designed for the client during the coaching journey in order to keep the newly formed habitual behaviours strong, to minimise the risk of regression. Sustainability plan is discussed during the last few sessions and included in the coaching journal report compiled by the client in collaboration with the coach.
5 key principles are used in coaching sessions:
Self Directed Learning: We all learn better when we find our own answers. The coaching process that will be followed is a process that helps people answer their own questions. The coach is there to forward the other person’s learning journey through a structured questioning approach, rather than by directing or advising. Solutions Focused: coaching is not about searching for the cause of the problem. It’s about searching for the best solution possible. It’s about setting your sights on where you want to be and systematically working towards this end, focused the whole time on solutions. Positive Feedback: Coaching is about providing positive reinforcement, not pointing out what people do wrong. Executive coaches are a rich source of encouragement and support that propels people’s confidence and performance. Stretch: People work at their best when they are challenged and stretched. The coaching model used delivers an appropriate degree of stretch to each person. Structure: As an executive coach, I apply a structured approach to producing change. I take time to be methodical, to get organised, and to set things up for maximum success. The executive coaching is delivered in a structured framework, working within a set series of coaching sessions, establishing clear and specific goals and running the coaching sessions according to a clear framework. The coaching is done over a minimum period of 6 months, and is often extended to a 12 month series.
Structure of a typical Coaching Journey:
Contracting with Human Resources (sponsor), the Line manager and the client:
Expectations and outcomes for all stakeholders are contracted.
One hour. The purpose of this session is to create a sense of collaboration between the coach and client and to ensure that the client feels comfortable with the coaching approach to be followed. The work style compatibility of both parties is also determined.
One hour debriefing of the individual personal profile analysis (PPA)
Coaching session 1:
One and half hour – Objective setting conversation at the outset based on the goal alignment discussed between the client and the Line Manager.
Coaching session 2:
One and half hour – Objective exploration and clarification conversation. System feedback interviews to be agreed and pursued. Client starts populating the “coaching progress journal” after session 2 for the duration of 14 sessions.
Coaching session 3:
One and half hour – Three-way session between client, line manager and coach. Align coaching and business objective.
Coaching session 4-8:
One and half hour – Pursue goals through self directed learning and actions towards building new hard wired behavior. Systemic feedback.
Coaching session 9:
One and half hour – Three-way feedback on progress session with client, line manager and coach. Receive progress and systemic feedback.
Coaching session 10-12:
One and half hour – Re-align and pursue goals through self directed learning and actions towards building new hard wired behavior.
Coaching session 13:
One and half hour – Discussion of sustainability plan.
Coaching session 14:
One and half hour – Close out session and discussion of “coaching journal”. Line manager’s presence is optional.
The client in collaboration with the coach compiles the coaching journal report, which is populated from session 2 onwards and used as discussion document during the two three-way sessions. The coaching journal report is updated and sent to the line manager and as agreed with the client to one person at HR after each three-way session and at close-out of the coaching. The coaching is done over a minimum period of 6 months, and is often extended to a 12 month series. Coaching can be done face to face, virtually or telephonically. Individual coaching sessions are normally scheduled every two to three weeks. In between the coach has occasional telephonic and email contact with the client. A coaching agreement between the coach and client as well as the organisational sponsor will be signed before the commencement of the first coaching session. Confidentiality is contracted at the start of the coaching journey and forms the foundation of the relationship between coach and client.
Tools and models used in executive and business coaching
I include assessments such as the Personal Profile Analysis (PPA), Emotional Intelligence Assessment (TEIQ) and/or Personal Values Profile (PVP) as well as the Enneagram and/or Brain Profiling Assessment. Kolb’s learning style assessment and learning cycle provide a useful perspective on the individual’s learning preferences. 360 feedback assessments are insightful at the start of the coaching for objective setting and throughout the journey for progress tracking. Various coaching models and approaches are used depending on the client’s coaching need within a session: cognitive-behavioural, neuro-scienfic – SCARF, integral, solution-focused, Results Coaching – CREATE and GROW, various positive psychology approaches.
Monitoring of individual and organisational impact of my coaching
Throughout the coaching journey the impact on business (IOB) is assessed so as to track impact and results of the client’s behaviour within the organisational context. Achievement of goals is tracked against measures per goal set at the outset of the coaching journey. The results from 360 feedback assessments conducted in frequent intervals during the coaching journey are valuable for tracking progress, deepening self awareness and setting new actions aligned to the client’s coaching goals. Continuous line manager feedback to the client on progress and development areas is crucial for keeping the client motivated and on track during the coaching journey. The coach also provides feedback based on systemic team and individual observations.
I believe in coaching supervision and being coached myself in order to self reflect and to harness my skills as coach. I attend coaching supervision and engage with a coaching network on regular basis exchanging knowledge and reflective dialogues for personal development. I attend COMENSA, ICF seminars and conferences for personal development. The purpose of the focused learning is to continue the development of the ICF coaching competencies on a practical level, and through role plays, peer reviews and supervision, significantly enhance my learning and personal development as coach. I believe in ongoing up-skilling and therefore pursue training programmes relevant to coaching on regular basis.