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Leaders who coach have more success

Organisations expect a lot from their managers; they must be able to achieve excellent results and invest in their own development, and that of their employees. In real life however, managers often end up doing one or the other. Coaching is used as an effective means to help managers achieve both. It enables both the organisation and employees to thrive.

Strategic use of coaching

Are you a manager? Then you most likely possess an impressive mix of talents, skills and attitudes. You are open to change, show integrity, empathy, possess listening skills and are committed. You can give direction, set goals, reach and exceed them, while observing high standards and constantly focusing on improvements. You are able to create an environment in which both you, and your employees, are able to develop. You inspire, stimulate and challenge them ... etc. Is all this attainable? Yes. If you make strategic use of coaching, then both the employees and the organisation will experience the power of coaching, and pursue a common goal.

The directive leadership loses its strength. It is making way for transformative leadership that puts self-leadership and ownership high on the agenda. Leaders who have the courage to go through a process of personal development, who know how to provide developmental feedback and how to receive feedback and who can apply the competencies and attitude of a coach, will manage this transformation in a skilful way. In this white paper, we will elaborate on the importance of coaching skills and attitude and the effects of the use thereof for an organisation.

I want to know what the effects are of coaching skills and attitudes

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