Here we will share resources hand-selected for you, your organization, and your leaders. Take a look around. You're going to love what you see.
We know that navigating coaching can be difficult alone. That's why we're here - to serve. At any time you can click this button to send an email to Brandon Mergard who can assist you.
Good. Curiosity is a key driver of change. As you make your way through this page you'll find some answers and maybe even more questions. Take this as a good sign. We encourage you to continue through this page and, if you still have questions, set a meeting so we can serve you.
The next section will cover the key ingredients in leadership change. Our coaches are trained to assess these qualities with great accuracy.
While it can be difficult to articulate precisely how to identify these qualities, it is painfully obvious when someone lacks them (especially to everyone around!). We take great pride in our ability to assess a leader's readiness for leadership change as early as the initial chemistry sessions.
By this point you should have a clear understanding of what we do and the type of leader we are successful with. If this sounds like a fit for the leadership culture at Elevations CU great! If you're still unsure, the following resources will help.
Showtime is a wonderful concept. It says that leaders are like performers in that they are paid for behavior, not necessarily how they feel about that behavior. Have you ever gone to a Broadway show and heard a performer say, "Sorry, everyone. I've had a bad day, so my performance might not be so great." Of course not! Likewise, the moment a leader steps foot on campus they are compensated to behave in a manner consistent with what the company expects of their leaders. It's Showtime! Watch this for more: https://www.youtube.com/watch?v=4jjg8jHgugI
The Stakeholder Centered Coaching® methodology guarantees growth in any leadership skill that is behavioral. Whether that is "Treat Others with Respect" or "Build More Trust" our coaching process, when followed with courage, humility, and discipline, produces measurable improvements in leadership effectiveness. Scroll to the bottom of the page to see a list of the 20 Most Improved Leadership Skills.
Whether we use a 360 assessment, conduct behavioral interviews, or simply use on-hand data provided by you, the focal growth areas must meet 2 criteria: It is important to the leader and it is important to the business. We ensure the growth areas we work on are approved by the manager and sponsor of the coaching to ensure total alignment.
The stakeholder selection process is simple: we pick roughly 6-12 people who hold a 'stake' in the leader's effectiveness. This is usually a handful of direct reports, a couple peers, and a manager. While stakeholders can be easily selected using an organizational hierarchy chart, we ensure the manager and sponsor approve the stakeholder list before getting started.
Stakeholders are the real coaches. They provide targeted suggestions to help the leader improve in their growth area. While they provide FeedForward monthly, stakeholders also provide feedback quarterly. We'll use our proprietary Mini-Survey™ software to ask stakeholders questions like, "On a -3 to +3 scale, how much change have you seen in the leader's growth area?" The report offers the leader (and HR) a leadership score card that distills exactly how much change has taken place through the coaching.
What's the first emotion you feel when someone says, "I'd like to give you some feedback." The problem with feedback is that we can't do anything about it - feedback is about the past. FeedForward fixes this by focusing on the future. Where feedback says, "This is what already happened," FeedForward says, "Here's what you can do next time." By shifting the focus from a past we can't control (feedback), to a future we can control (FeedForward), we eliminate shame and empower leaders to enact positive, meaningful change in a sustainable way.
We love working with leaders of all shapes and sizes. However, we have a special place in our hearts for leaders described like this: "The leader is incredibly smart, critical to organizational performance, and would be worth millions to the business if they just quit doing ____________." Here is a great example of how we manage these cases:
Now you know the process, the required characteristics of the leader, and some common questions about our coaching. Continue to the next section to see a list of some common leadership skills leaders want to improve through coaching.
Established in 1987, for more than 30 years we’ve been pioneering the coaching field and paving the way for those who came after us. Our coaching process is the culmination of decades of research and development with more than 250,000 individuals from the world’s top organizations. Now you can benefit from the growth-guarantee that took us years to perfect.
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