The importance of coaching in driving improvement

To coach or not to coach? That really is a good question. Just because we are at the top of our tree, ahead of our game (or any other idiom you wish to quote), it doesn’t mean that we have everything covered. We might think that we are doing a great job but sometimes the analysis from an outside person, gives us the truth that we need to improve our own skills and those of others. 

When I worked as a charity CEO, I was fortunate enough to have the backing of the board of Trustees, they supported me with access to a highly skilled business consultant. The board were also supported in that they had quarterly board development sessions. The topics were discussed and agreed by the President and CEO. Also, the President and President Elect were provided with a personal coach to support their development through their transition from board into the ambassadorial role of President of the Association. 

The value was seen by the board as an opportunity to grow their board members which in turn improved productivity and understanding of the charity’s needs. It gave them the confidence to run good meetings, understand the need to set strong strategic objectives but also to ensure those objectives were acted upon in a satisfactory manner. However, people have to be receptive to the process to achieve the best results. (*Please see Dawn’s previous article relating to culture and standardisation of practice, in the January edition of CSJ).