AGILE Leadership Coaching Services
Course Features
- Course Duration:
- Category: One-on-one Coaching services
- Students: 0
- Certificate: Yes
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- Prerequisites: No
- Skill Level: Beginner
- Course Capacity: 280
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Descriptions
Transform yourself, your team and your organization to embrace the Agile Leadership mind-set and develop a resilient capabilities.
“For many organizations, surviving and thriving in today’s environment depends on making a fundamental transformation to become more agile. Those making the transition successfully are achieving substantive performance and health improvements: enhanced growth, profitability, customer satisfaction, and employee engagement.
More than any other factor, the key to a successful agile transformation is for leaders, particularly senior leaders, to develop substantially new mind-sets and capabilities.” – McKinsey & Company
According to the Versionone ‘State of Agile Survey’, 2018 global survey of 1,500 participants for enterprise agility, indicates benefits for adopting agile. The top five benefits are:
Overall, for organizations to survive and become more adaptable to change, they need to move toward the agile mind-set in leading and managing projects, and move away from a framework or a methodology of agile.
“Being” Agile is what leads to achieving substantive performance.
Privilege MS Agile Leadership Coaching is designed to help leaders develop a resilient agile mindsets. Our unique offering focuses on working with the leaders so that they will uncover their unconscious drives. This is to raise their awareness and allow them to truly understand at the emotional level and logical level what it means to be agile:
- Shifting from being emotionally reactive to embracing creativity.
- Tapping into their internal power to naturally interact from an inside-out mindset.
Understanding the Agile mindset at the logical level is important but it is not enough; as leaders will stay at the conscious level – this is at the level of doing Agile. On the other hand, understanding the Agile mindsets at the emotional level (the emotional drives, and personality traits), leads to emotional maturity and to being Agile. This approach will allow leaders to re-construct their automatic thoughts that are consistent with agile mindsets.
The scope of the coaching program will be centered on the Agile Mind-set articulated by McKinsey & Company.
The coaching program duration could take as much as three months, or longer; depending on the requirements of the client.
Agile Mind-set of self-transformation
Reactive to creative mind-sets
For leaders to make the shift from reactive to creative mind-set, they need to develop their emotional maturity.
Below is the workflow of how to build the emotional maturity so that coachees would easily transition to Agile Leadership Mastery level.
How do coachees develop the agile mind-set?
Privilege MS Agile Leadership Coaching program is founded on developing the emotional maturity of coachees by getting them to shift their thinking from the self-protective mindset to the conscientious and autonomous mind-set. This shift is the foundation of being agile (an inside-out approach). This shift will then be easily translated to Catalyst level as defined by Bill Joiner and Stephen Josephs’ book (Leadership agility).
Privilege MS will follow the transformational strategy (aware, understand and take actions) to help coahees shift their mind-set. For example, if a coachee is less tolerant to others and is emotionally reactive, the coach will guide coachee:
- To become aware of that trait, and accept that awareness.
- To understand the cause and effect of how the trait was conditioned in him or her, and then accept that analysis.
- To make the internal decision with conviction and act differently to achieve greater results.
Therefore, the transformational shift is not about the logical flow, but rather, it is about getting the coachee to understand his / her traits at the emotional level and then at the logical level. This is the journey for sustainable change.
Leadership Coaching Phases and workflow
Privilege MS follows an effective coaching process follows a simple organization development phases: Engagement, Alignment, Coaching Delivery, and Measurement.
The coaching engagement could be accelerated to a three month period, or to a longer period to allow coachees to practice and reflect on their awareness.
Detailed steps
| # | Description of activities |
| A | Define Leadership Coaching goals, scope and outcome (desired stated) |
| B | Conduct 360-assessment feedback about coachee. The purpose of this assessment is to understand the leadership patterns and habits for the coachee. The assessment will become the baseline against which the post coaching assessment will be made to compare progress and benefit |
| C | Develop and agree upon the Leadership Coaching scope, and strategy to meet the desired outcome. |
| D | Conduct Leadership Coaching session with participants. Coaching strategies will be applied to help participants become self-aware of their leadership approaches, understand and cause, and discover the actions they need to take. |
| E | After the completion of half of the one-on-one coaching sessions, the coach will perform a health check assessment. This is completed by getting feedback from the nominees from the first Leadership Assessment exercise. The coach will compare original assessment with the health check assessment, and produce a report of the improvement. |
| F | Repeat step D. |
| G | Coach will conduct the final assessment session, and will review it with coachee. Coach and coachee will reflect on the progress and commitment to sustainable change. |
Agile Leadership coaching competencies
To establish the assessment baseline against which coachees’ progress are measured, Privilege MS measures the coachees’ competencies. Listed below are some of the core competencies that will be assessed.
Competencies |
Brief description |
| 1. Vision & purpose |
Articulating what the coachee wants to achieve, taking into account values that are connecting emotionally and spiritually to key stakeholders. |
| 2. Motivation |
Measuring how coachees getting people motivated by exploring: · What they are good at (mastery), · What they love doing (passion & engagement) · What the world needs (purpose). |
| 3. Power & capability | Understanding the automatic thoughts of coachees regarding how they perceive their power and capabilities (how much is their thoughts connected to their authentic self (inside-out), or how much of these thoughts are depending on external drives (outside in). |
| 4. Feedback | The mindset of internalizing positive energy in giving challenging feedback to help others learn and become aware of possibilities of improvement. |
| 5. Enabling creativities | Inspire people to find a smarter course of action, and facilitate brainstorming for new ideas; while shifting from certainty to discovery mindset. |
| 6. Change | Initiates & model the change in self, influence others to change, and facilitates team involvement to support system change. |
| 7. Collaboration | The ability to collaborate constructively with others by creating interdependency relationship that is founded on autonomy, ownership; while creating the right distance to mutually support one another. |
| 8. Develop People | Encourage people to take leadership role, show confidence in others in giving them challenging tasks |
This is the assessment baseline and based on coachees’ needs this assessment criteria could be adjusted.
High-performers thrive in Agile Leadership coaching programs
Based on years of coaching experience, high performers achieve greater results through the transformational coaching. This is because high performers are highly motivated to develop themselves and others. Even if coachees are having a few traits of self-protection, and some traits of conscientious emotional maturity, they benefit substantially from the Agile Leadership Coaching program.
The most critical benefit from this program is that coachees will reach the state of NOT acting out of their emotional symptoms, and this leads to substantial productivity and healthy improvement.
Why external coach is more advantages
External coaches bring to organizations objectivity to the coaching program (confidentiality and privacy that is based on the ICF code of ethics). In addition, participants tend to open up to external coaches about matters they avoid sharing with internal employees. Getting participants to freely express their thoughts allow the external coach to help coachees in many ways; such as, getting the coachees to express accumulation that is hindering their relationship with others, and in some cases, getting the coach to reframe imaginary thoughts or beliefs. In addition, any conflict of interest will become non-existent.