Benefits To The Coachee

  • Improved inspirational leadership style
  • Improved team building and team performance
  • Improved and greater self awareness
  • Confidential partner and champion of change
  • Improved internal/external relationships
  • Reduced stress
  • Improved strategic thinking
  • Greater business insight (structures and cultures)
  • Presenting more powerfully (large and small audiences)

Benefits To The Organisation

  • Improved organisational performance
  • Improved people wealth
  • Continued professional development
    Organisational growth
  • Greater communication of business issues

Business and Executive Coaching

What is coaching?
Coaching is a development programme which involves working closely with an individual to improve their professional business and private life. Essentially, it is about a greater self awareness that improves performance through people, thereby, improving organisational performance.

Developing individuals for growth

Action Plan Diagram:

Satori was founded to provide first class quality coaching for executives, middle and senior managers. The International Coach Federation study specifies a wide range of benefits reported by individuals who part take in executive coaching. These include:

At Satori our business and executive coaching is achieved by our `six to eighteen month coaching processes’. All our coaching sessions occur on a `one to one’, and face to face sessions. In addition, we also provide telephone and email support throughout the programme. We do not simply provide `coaching’ by telephone. Furthermore, the breadth and depth of the assessment stage is tailored to the individual, and we always ensure that client data and feedback is provided in a one to one, and face to face, environment. However, we are always pleased to provide supplementary support by telephone and email. Our coaching contracts are tailored to meet individual needs, and a break-down is provided as follows:

1. Engagement and History
2. Assessments and Feedback
3. Creation of the Coaching Agenda
4. Structuring the Coaching Intervention
5. Delivering the Coaching
6. Review and Evaluation

Our coaching processes commence with a life history of the coachee. This is because research has demonstrated that the derailment of business leaders and executives frequently go back to the early family life Frankel (2004). Furthermore, as the business leader climbs the career ladder, these problems frequently surface. In addition and in order to facilitate this programme, various psychometric and assessment tools are used (if appropriate). These tools are subject to the rigours of constantly new emerging research and proven data. This feedback is given personally to the client at the next coaching meeting. The assessment stage uses up to eight 'cutting edge' psychometric tools and diagnostic aids. This helps to `benchmark’ and deliver insights into the clients personality, leadership styles and emotional intelligence. The ability to cope with stress is also assessed. We also use comments from line managers, peers and subordinates to consolidate the client profile. This helps provide a multi-structured profile for future coaching and business support in real and challenging situations. Furthermore, this also assists with on-boarding that is, correctly positioning people into new roles with correct support and development, and that this is integral to a number of key considerations. There is a growing rate of attrition for executives, and sixty % of CEO's fail to meet their objectives (Hogan & Murphy 1994). There is an increasing need for business leaders to have close confidant and coach. This is no longer seen as a stigma or failure. To the contrary, it is now seen as an asset.

The Leadership System
During the coaching process, we also try and adopt a systems approach to assess key developmental areas. Furthermore, investigatory conversations attempt to identify what types of problems the leader may have in their own `backyard’. It could well be the case that the coachee is not even aware of them. Working through the leadership system (O’Neil) will help increase self awareness, productivity and overall success. An example of this system is given below:

Tje Leaders System Diagram
The Leaders System O’Neil M.B. (2000)

At Satori, we also advise on the clients most suited occupational and role setting to be employed in. Another of our sophisticated tools measures emotionality, control, affection, energy and will. Cumulatively, we will leave you in no doubt in terms of your strengths and areas for us to work on. We will then build upon this knowledge in a challenging and constructive way that is empathic and builds confidence. As a matter of course, we also build in training on emotional intelligence for every single coachee.

What Makes Great LeaderS?
Emotional Intelligence Training
Why are some people better able to achieve success in life? Why do some people who are gifted with superior intellectual abilities seem to fail in life, while others sail through life and succeed?

The most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence.

It’s not that IQ and technical skills are irrelevant, but research clearly shows that a person can have the best training in the world, a sharp, analytical mind, and an endless supply of smart ideas, but he/she still won’t make a great leader without a high EI.

How do you recognise those with low EI?
Often they are very bright individuals who were chosen for their intellect, yet seem to alienate colleagues and clients and bully, lose their temper and are generally highly stressful to be around.

How do you recognise people with a high `EI’?
The following points provide a guide:

In other words, they act with great authority and are not afraid to make tough decisions.

EI Facts
Like your IQ, your EI can be measured.
Unlike your IQ, your EI can be improved.


The Main Corner stones of Emotional intelligencE

The Core Of Emotional Intelligence

This cluster is about understanding the link between thinking, feelings and their impact on every behaviour, choice and decision we make. Self-awareness allows us to take into account how much our emotions may impact our actions. Getting the right balance between reason and emotion is an important factor in the ability to act appropriately. Observing yourself and recognising a feeling as it happens is a key to this competence.

The ability to practice self-control and manage negative emotions is a critical emotional intelligence competency. This begins by taking responsibility for our own emotions and responses. Having strategies and skills to manage negative emotions like fear, anger and sadness are essential to cope with life‘s challenges and setbacks. This style of thinking promotes resilience and the capacity to bounce back from adversity and stay focused on goals. The ability to control impulses and delay gratification in the pursuit of our goals is a core competency in success.

Social Awareness
This is the ability to empathize with and feel compassion for others. Empathy is the emotional connection with others. The ability to read a situation, recognize what are the underlying issues and display empathy are vital cornerstones for strong working relationships.

Relationship Management
The ability to get along with and work with others is the factor that leverages results. This ability combines the other emotional intelligence competencies to be able to influence the thinking, feeling and behaviours of others. Exceptional performance and teamwork are inseparable. Organizations need leaders, managers and employees who are team players who can work in harmony toward common goals.

Executives and managers who are competent in managing these EI competencies can expect to see their business results rise from 66% to 85%. (Goleman 2002)

At PJ Management, we use a number of diagnostic psychometric tools that are agreed with the coachee. These are mutually selected by the coach and the client. Typically, these psychometric tools will evaluate the following: Emotional Intelligence View 360, Executive View 360, Facet Five, Stress-can and various other tools that are considered appropriate. A full report with debriefing then follows in a confidential, friendly and supportive manner.

We believe this coaching infrastructure is action and results orientated. The company has also found from experience that this tailor made, six part programme facilitates key behavioural changes in leadership and self awareness. However, we also feel it equally important that this learning is consolidated and embedded over an eighteen month period.

It is strongly advised that coaching takes place away from the everyday distractions of the client’s place of work. Ideally, this should be carried out in a quiet location that is convenient to both the client and coach. The coaching we offer at Satori is strong in both theory and practical concepts alike.

Top of Page