8 Lessons in Leadership Coaching Programme

Countless theories abound on how ‘to be a leader’. Many of these are simplified into ‘seven easy steps’ or the ‘five essentials’ of leadership. All promise quick-fix solutions to what it means to be a leader. Other academically intact, leadership development journeys, have provided all the skills, competencies, evaluations, assessments, education, courses, forums, literature, seminars, workshops, coaching and mentoring on how to be a great leader! These skills, competencies and trained attributes have provided executive and management learners with knowledge of all the necessary leadership paradigms. However, although these programmes are consumed with relish, virtually no recent programme provides any significant and fresh insights into new skills and management methodologies and little evidence can be found of new leadership behaviours manifesting in the workplace.

What is needed is a programme that helps you answer the latest leadership challenges with confidence and success. The contemporary leadership environment is fraught with change, uncertainty and the promise that yesterday’s success will count for little in tomorrow’s world. This means that we need a different approach. We need to rewrite our maps and create new reference points. For many leaders some of this represents foreign territory, a place which will require them to create an entirely new set of reference points for themselves. It involves learning a whole new language and new customs. The ability to acquire these unfamiliar navigation points and skills, will ultimately determine whether or not organisations will thrive in the contemporary climate or forever be lost at sea. The challenging goal is for individuals to realise that all these navigation points actually lie within themselves, not somewhere out there. Perhaps you can deal with paradigms, but: Can you SHIFT?

The intention of the 8 Lessons Leadership Coaching Programme is not to repeat previous learning which participants may have been exposed to in MBA programmes, Formal Management Development programmes or short managerial training programmes. Leadership competencies and skills can easily be acquired through a plethora of populist programmes available on the market today. Even bookshops have a vast array of books and self-study material on how to develop leadership skills and competencies. However, few (if any) of these programmes distinguish between KNOWING and DOING, as well as your personal readiness (a psychological concept) for leadership.

The 8 Lessons Leadership Development Programme offers a personal developmental leadership journey to enable executives and managers to prepare for the development of their personal, unique leadership identity to enable them to achieve the key to Leadership Success.

The origin of the lessons in this journey does not lie within the academic world. This journey and its lessons were born “on the rally field’ of leadership in action and the journey is not a conventional one.

The Journey

  1. The participant is assigned to a coach. In view of the 8 Lesson requirements, the participant will have to work on the professional relationship with his/her coach just as hard as the coach will work on the professional relationship with his/her participant.
  2. The participant will be required to sacrifice one day per month for a personal contact session with his/her coach. Dates will jointly be arranged for the eight encounters. Both coach and participant will need to commit to these dates.
  3. The participant will get/develop/identify an assignment/task at each contact session.
  4. Each contact session will be structured in four phases:
  5. Phase 1: feedback and assignment evaluation/overview of task(s) completed – these tasks relate to the work sphere or any identified aspect which impacts on the work sphere.
  6. Phase 2: once Phase 1 is completed, a new lesson is introduced.
  7. Phase 3: the latter part of the contact session is spent exploring the impact and effect of the lesson on the participant’s personal context. This is done via preparatory journaling exercises and the identification of a task, assignment or activity ahead.
  8. Phase 4: At the end of the Journey there is a personal plan that the participant must compile to enable him/her to practise and integrate their insights in the work situation.