Managing Director TCii Strategic and Management Consultants
Blogger
Share this content
Tags:

One-to-ones as a coaching tool for CEOs

12th Sep 2013
Managing Director TCii Strategic and Management Consultants
Blogger
Share this content

One of the key roles of the CEO is that of coach, teacher and mentor. By performing this role well, a CEO can instil a culture of learning throughout all levels of the organisation, and can impart the big picture perspective that their direct reports don’t have.

Among the coaching tools at the disposal of the CEO, one of the best is consistent, structured one to ones: high-level conversations in which the CEO and their direct reports can address the long-term strategic issues facing the company and the developmental issues of the management team.

If you are a CEO, one-to-ones with your direct reports will allow you to:

• achieve better alignment in respect of the vision, mission and goals of the company

• gain a clearer picture of how your direct reports think and solve problems

• provide quality time for coaching and mentoring – essential activities for building your management team

• model the behaviour you want your direct reports to use with their people.

An equally important aspect of one-to-ones is that they provide much-needed recognition for direct reports. When you give them your time and undivided attention, you are letting them know that you consider them valuable players on your team.

Coaching skills for one-to-ones

Your one-to-one coaching will be effective if you possess the following basic communication skills:

Empathy. Strive to see the world through the other person’s eyes. In reality, you can never see the world exactly as someone else does. However, making the attempt will dramatically change the interaction in a positive manner.

Respect. Be slow to understand, so that you can get at the real issue and show the other person the respect they deserve.

Exploration. Avoid easy, quick answers and stay in diagnostic mode throughout the one-to-one. Ask plenty of open-ended questions.

Flexibility. Everyone has a natural style of communicating. Learn to go beyond your natural style and do what is needed in the situation.

It also helps to know your non-verbal style, including its strengths and limitations, so that you can become more flexible in your interpersonal interactions. Non-verbal communication plays a vital role in your ability to influence others.

The skills described above are the basic essentials for productive one-to-ones with your direct reports. But there are a few secrets to getting the very best results from these sessions, and I’ll be covering these in my next post.

Tags:

You might also be interested in

Replies (0)

Please login or register to join the discussion.

There are currently no replies, be the first to post a reply.