Siebe Van Der Zee’s Post

Rethink Performance. 9 of 20 Part 3: Enabling Your Managers: The Critical Linchpin 1-3- Stop Managing Performance in the past way, Start Coaching for Growth. We’ve shifted the mindset and built the system: OKRs, check-ins, continuous feedback. But none of it works without the most critical linchpin: The Manager. If we ask managers to run a modern performance process but still reward them for being top-down evaluators, we will fail. Full stop. The single most important shift in modern performance is this: We must stop telling managers to manage performance and start training them to coach for growth. The Manager as an Evaluator vs. The Manager as a Coach: #Evaluator: Judges past performance, holds all the answers, focuses on gaps and ratings. #Coach: Unlocks future potential, asks powerful questions, focuses on strengths and development. Your managers don't need to be a source of all answers; they need to be a catalyst for their team's insights. Introducing the #GROW Model: A Simple Coaching Framework. #GROW provides a structure for those crucial check-in conversations, turning them from status updates into growth sessions. It stands for: #G - #Goal: What are we trying to achieve? · Sample Question: "What would you like to get out of this conversation?" or "What does a successful outcome look like for this project?" #R - #Reality: What is the current situation? · Sample Question: "What have you tried so far?" or "What is really happening here, and what is your role in it?" #O - #Options (or #Obstacles): What could you do? · Sample Question: "If all barriers were removed, what would you do?" or "What are three different ways you could approach this?" #W - #Will (or #Way Forward): What will you do? · Sample Question: "So, what's the very first step you will take?" or "How can I support you in this plan?" Example in Action: Instead of:"Your presentation skills need work." A coach says: #G: What's your goal for the next client presentation? #R: What felt strong and what felt challenging about the last one? #O: What are different ways we could prepare to boost your confidence? #W: Which option will you commit to trying, and how can I help? This isn't about being soft; it's about being effective. You build capability, autonomy, and accountability. Coaching isn't a nice-to-have soft skill. It's the essential leadership capability for the modern era. What's the best piece of coaching advice you've ever received from a manager? #LeadershipCoaching #Management #GROWModel #EmployeeDevelopment #PeopleLeadership #PerformanceManagement #HR #rethinkPerformance

𝐂𝐨𝐚𝐜𝐡𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐚𝐭 𝐀𝐥𝐥 𝐋𝐞𝐯𝐞𝐥𝐬 - 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐁𝐥𝐨𝐜𝐤 #𝟓 𝐨𝐟 𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 Recently, we asked two organisations a simple question: "Who receives coaching?" In the first, the answer came quickly: "Our senior executives and high-potentials." Development was positioned as a reward for seniority. In the second: "Everyone. From our newest team members to our CEO." Coaching was embedded as an expectation for growth at every level. 𝐓𝐡𝐞 𝐢𝐦𝐩𝐚𝐜𝐭? 𝐄𝐪𝐮𝐚𝐥𝐥𝐲 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭. At Reflexion, we've observed this repeatedly: when coaching becomes a privilege rather than a practice, it sends a powerful signal about who matters and where the organisation invests its belief. Research confirms what we see: employees who receive regular coaching are significantly more engaged and more likely to stay. But something deeper happens when coaching is democratised—it signals that growth isn't conditional on title, and development isn't something you earn, it's something the organisation believes you deserve. We've watched cultures transform when they move from exclusive to inclusive: ✓ Peer coaching circles that cross hierarchical boundaries ✓ Coaching skills training offered to all people leaders ✓ Internal coaching programs accessible by request, not nomination ✓ Team leaders coaching their direct reports as standard practice ✓ Reverse mentoring where junior employees coach senior leaders The question isn't whether your organisation offers coaching. It's whether everyone has genuine access to it. Where does your organisation stand? �� 𝐑𝐚𝐫𝐞: Only for select executives 🟡 𝐒𝐞𝐥𝐞𝐜𝐭𝐢𝐯𝐞: Some employees, based on role 🟠 𝐌𝐨𝐝𝐞𝐫𝐚𝐭𝐞: Growing access, still uneven 🟢 𝐌𝐚𝐭𝐮𝐫𝐞: Everyone has access to coaching How widely is coaching available in your organisation? Share your experience in the comments below. Urvashi Malhotra Suva Chattopadhyay Ajay Kelkar Vinay Sirsi Samhita Borpujari #coachability #coachingculture #growth

6 STRATEGIES FOR COACHING IN THE MOMENT I was rushing between meetings last week when I saw Ambika (name changed), one of our rising stars, near the elevator. She'd just finished a high-stakes presentation. After the usual "How did it go?" I asked her: "What's one thing you learned about yourself in there?" That 90-second exchange became her most valuable coaching moment of the quarter. She realized she'd been over-preparing slides and under-preparing for the human dynamics in the room—an insight that transformed her approach. That moment wasn't an accident. It's a strategy, and it highlights a core finding from new Harvard Business Review research: the most impactful coaching happens in the flow of work, not in formal sessions. The article identifies six "low-lift" ways for leaders to do this: → Nudge in the moment: Use brief, strategic questions that spark self-discovery. → Give exposure: Invite people into meetings to observe expertise, then debrief what they noticed. → Be a connector: Open doors to the right people and networks, not just give advice. → Let go gracefully: Recognize when the best coaching is helping someone move beyond your team. → Coach in context: Be present where work happens, asking about the thinking behind the doing. → Model curiosity: Demonstrate the learning behaviors you want to see. Consistency is what transforms these small acts into a true coaching culture. When reflection becomes habitual, not occasional, your people start to see growth as part of their daily rhythm. What's one conversation you could have today—in the elevator, after a call, or during a walk to coffee? #leadership #leadershipdevelopment #coaching #talentmanagement #organizationalculture Reference: Latest Harvard Business School research by Ruchira Chaudhary ("6 Low-Lift Ways to Coach Employees in the Flow of Work," Nov. 3, 2025).

The most expensive executive coaching mistake many companies make: Hiring for 'fix-it' skills instead of 'scale-it' mindset The typical brief we see from HR is: "We need a coach to fix our VP's negotiation style". But an executive coach is not a remedial tutor. When you treat them that way, you miss the systemic value When selecting a coach, the focus should shift entirely from individual gaps to strategic organizational alignment The best coaching investment doesn’t just improve the executive; it derisks the organization and accelerates growth across the entire leadership team 💡 The 3 Non-Negotiable Criteria for Organizational Coaching ROI If you are an HR leader or CEO commissioning executive coaching, ensure your partner is aligned on these three outcomes: Systemic Alignment: Is the coach equipped to translate the individual's growth back to measurable strategic priorities? The best coaches tie leadership development directly to the company's 3-year vision, not just annual goals. Succession Derisking: The investment should not just strengthen the current leader, but proactively identify and develop the leadership pipeline through the coachee. This mitigates key-person risk. Culture Catalyst: The coach must be capable of helping the executive model the desired corporate culture. If your culture values transparency, is the coach enabling the executive to lead with authentic transparency? Individual transformation must translate to cultural transmission. If the coaching engagement doesn't connect the dot between the executive's personal growth and the company's strategic, cultural, and financial health, you're likely paying for a luxury, not a leverage point. For those who have seen successful coaching ROI: What specific organizational metric did executive coaching improve that surprised you the most? Share your insights on measuring coaching effectiveness below! 👇 #ExecutiveCoaching #HRStrategy #LeadershipDevelopment #TalentManagement #CorporateStrategy

🌱 #Four Coaching Models That Turn Managers Into Transformational Leaders #Why this matters:-Results scale when people do. These four models-G.R.O.W, O.S.C.A.R, C.L.E.A.R, G.R.E.A.T-give leaders simple, repeatable conversations that create clarity, accountability, and momentum. 1) #G.R.O.W :- From Fog to Focus Goals • Reality • Options • What’s Next #Essence: Start with the win, face the truth, widen the path, lock the next step. #Use when: A teammate is stuck, prioritizing, or deciding between paths. #Leader prompts: • What outcome would feel like a win-specifically? • What’s true right now (facts, not opinions)? • List three options-include one bold one. • What’s the next action, who owns it, and by when? #Pitfall to avoid: Giving advice too early. Let them think first. 2) #O.S.C.A.R:- Execute, Then Learn Loudly #Outcome • Situation • Choices • Actions • Review #Essence:- Like GROW, but with a built-in learning loop. Momentum + reflection = improvement. #Use when: Multi-week goals, sprints, or strategic initiatives. #Leader prompts: • What outcome must exist by the end of this sprint? • “lWhat’s the current situation-risks, stakeholders, facts? • What choices do we have (impact vs. effort)? • Which actions, by whom, by when? • What did we learn? What do we change next time? #Pitfall to avoid: Skipping the Review-that’s where cultures compound. 3) #C.L.E.A.R:- Coaching With Compassion and Precision Contract • Listen • Explore • Action • Review #Essence: Psychological safety first. When people feel safe, they share truth, own decisions, and act bigger. #Use when: Sensitive topics, conflict, performance dips, career conversations. #Leader prompts: • Contract: What would make this conversation valuable for you? • Listen: What matters most here? (reflect back; allow silence) • Explore: What belief is driving this? What’s not being said? • Action: What single step moves you 1% forward this week? • Review: What did you learn? What support helps next? #Pitfall to avoid: Rushing to action before the person feels heard. 4) #G.R.E.A.T:- Make Time Your Co-Coach Goal • Reality • Explore • Action • Timing #Essence: Ambition needs a calendar. GREAT aligns outcomes with capacity and dependencies. #Use when: Date-critical deliverables-launches, handovers, board commitments. #Leader prompts: • What must be true by the milestone date? • What time, talent, and tools do we actually have? • What sequence reduces risk earliest? • Who owns what, and by when? • Where do we add buffers and checkpoints? #Pitfall to avoid: Optimistic timelines that ignore approvals and dependencies. #LeadershipDevelopment #CoachingCulture #ExecutiveCoaching #PeopleFirst #GrowthMindset #ContinuousImprovement #StrategicExecution #HighPerformingTeams #EmotionalIntelligence #Leadership

Reframing Coaching: It’s Not Corporate Rehab Too often, organizations position coaching as a response to performance issues. That framing quietly undermines its power. 💎If you want coaching to actually work, the setup matters as much as the sessions. Before anyone meets their coach, the organization needs to set the right tone: • 🧭 Prime the system. Make sure the organization understands what coaching is and also what it’s not. It’s not therapy, a performance warning, or a remedial process. • 🚀 Position it as a performance accelerator. Coaching is a high-performance modality designed to stretch capable leaders, not fix broken ones. • 💬 Communicate intentionally with the coachee. When introducing coaching, make it clear this is an investment. It is a signal of confidence and growth potential. • 🤝 Align the ecosystem. HR, managers, and peers should reinforce that coaching is about building capacity, not correcting behavior. When organizations frame coaching as a strategic investment in excellence rather than a corrective measure, everything changes. The process gains trust, momentum, and impact. I’m curious. How your organization is framing coaching? It’s a powerful and hopefully a thought-provoking question. And the answer often impacts the ROI of the engagement. #juliesjewels #coachwisdom #LeadershipDevelopment #ExecutiveCoaching #OrganizationalCulture #organizationalcoaching #HighPerformance #PeopleStrategy #LeadershipExcellence

🌟 Leading Across Generations Starts With Coaching Today’s workplace includes five generations from the Silent Generation to Gen Z, each bringing unique strengths, values, and communication styles. That diversity is powerful… but it can also be challenging. So how do leaders build trust, bridge differences, and bring out the best in everyone? 👉 Through executive coaching. In my latest article for Elmhurst University, “Executive Coaching: The Key to Leading an Effective Multigenerational Workforce,” I share how coaching helps leaders move beyond stereotypes and toward genuine connection and collaboration. 💡 Here’s what happens when leaders use a coaching mindset: They listen with curiosity rather than judgment. They lead with empathy instead of assumption. They create workplaces where feedback is welcome and belonging is real. When we shift from managing to coaching, generational differences stop being barriers, and start becoming strengths. If you’re ready to elevate your leadership, deepen your emotional intelligence, and learn to coach across generations… 👉 Apply today for Elmhurst University’s Executive Coaching Certificate Program. Elmhurst University School of Graduate Studies You’ll gain the frameworks, tools, and practice to lead with clarity, compassion, and confidence. School of Business - Elmhurst University Jessica Sim, Ph.D. Carrie Hewitt Lawrence O. Brown, MBA, ADC Carrie Ostergard, MBA #ExecutiveCoaching #LeadershipDevelopment #EmotionalIntelligence #MultigenerationalWorkforce #CoachingCulture #ElmhurstUniversity #ProfessionalGrowth https://lnkd.in/gPR5TVa6

Interesting to read this summary of "why executive coaching"   🧠 Jeff Nally 🧠 shared recently. According to this, Executive Presence is a top 5 motivating factor for Executives when seeking out an Executive Coach. Executive Presence remains of interest and curiosity to many.  It’s slightly mysterious. It almost seems a little dangerous to raise a hand and say - “I want some of that.” It's an exploration that most leaders come to at some point in their career - whether with a coach or not. It's an internal exploration and an external one. It's physical and metaphysical It's intellectual and intuitive It's silly and it's serious. It's deep and it's shallow It means becoming aware of factors that most in the business world don't ever touch or study, either in business school or in most executive programs. Is Executive Presence a "Thing?" Yes, absolutely. Can it be learned? Not in the traditional sense - but it can absolutely be developed. Let's talk about how. https://lnkd.in/gv3wYM6Z.

It’s lonely and uncertain as a leader. Your team looks to you for clarity and direction. Your CEO and Board look to you for leadership and results. The faster you grow, the higher the risks and the smaller the margins for error That’s why the best leaders invest in a coach. The most important part of this investment is the Time….not the Money. Great coaches help solve the loneliness and uncertainty problems. They can help you preempt failure, see around corners, unlock better decisions, and help you architect the future. In my latest post, I share seven coaching moments when top executives need a trusted outside voice: ✅ Strategy and Planning ✅ Structure and Org Design ✅ Execution and Team Leadership ✅ Culture ✅ Crisis Navigation ✅ Communication and Influence ✅ Personal and Career Growth You don’t need a coach every day or every week. But you do need a Bat Phone or Bat Signal in many of these moments. Not asking for help from any/all of your trusted network voices in these times is a critical leadership mistake which exacerbates the loneliness and uncertainty issue. 🔗 Read the full post here: https://lnkd.in/gbcQa6jH

One of the most frequent service requests we get at CCC is for Transition Coaching for leaders either new to the organization or newly promoted from within. This is an excellent time to work with a coach! The first few months is a critical opportunity to establish the type of leader you intend to be and the impact you aspire to have – on the organization and the people you will lead. There’s a lot to do: learn the political, structural and cultural realities of the organization; build new or re-align existing relationships; establish a pace that shows progress and, at the same time, avoids overwhelm and burnout; use self-awareness to lean into strengths and know where your capabilities may be tested. A coach can be helpful with all of those needs, particularly the last one. Our reflection questions at the beginning of a Transition Coaching engagement include those below. What else would you add to this list? 1. Your Path and Purpose • How would you describe your path to this new position? • What part of your leadership identity do you most want to bring forward? • What part of yourself might you need to evolve or let go of? 2. Understanding the Context and Interest holders • What feels most clear about the role, the organization, or the broader context? • What feels least clear? • Who are the key interest holders whose trust and partnership you’ll need early on? • How does the culture here differ from where you’ve come from, and how might that shape your approach? 3. Priorities and Early Wins • What currently feels like it will be most challenging? • What early wins could help you build credibility while you’re still learning? • What assumptions or habits from your previous context might not serve you here? 4. Learning, Feedback, and Support • What information or feedback will you need most in the first 90 days? • What support systems — inside or outside the organization — will help you sustain yourself? • How will you know you’re succeeding at integrating into this new role?