Value-Focused Executive Coaching (VFEC)
Changing Leader’s Behavior to Deliver Strategy
The focus of APEX STP, LLC, is working with executive business leaders to identify astute insights that will have a significant impact on their business performance and help them address difficult, complex business challenges through coaching. This includes helping them discover how to reach their potential as successful leaders. We also work with leaders who are in or preparing for a transition – either to a more senior new role in an organization or into a new organization (90- day transition planning).
To achieve these aims, we work with leaders in the following ways:
Use broad based, versatile experiences from working in global blue chip corporations to help them frame their business issues and find solutions that impact and transform their business.
Take a results and action-oriented approach that cuts to the chase and gets to the heart of the matter by asking probing questions and testing their assumptions. We are not afraid to ask hard questions.
By turning questions and problems on their head and reframing issues, we help leaders find practical, common sense, innovative solutions.
Through system thinking, organize issues into key and simple themes to help understand problems and solutions.
Help them better understand themselves and the issues they are facing through listening, probing and helping the individual become self aware and ready to implement change and take appropriate actions.
Major Challenges for Modern Leaders
The success or failure of a business strategy is often determined by the behaviors of leaders and their teams. There are significant challenges modern leaders face to constantly improve productivity; manage complex, virtual networks of employees (internal and external collaborations) and manage transitions into new and different roles and responsibilities. These challenges require leaders to change and develop their behaviors and skills. VFEC help leaders to navigate these changes and help them maximize their performance.
The first challenge is to constantly improve productivity of themselves and their teams. The business environment is changing rapidly and productivity and innovation must increase to meet this dynamic situation. Leaders who do not meet these challenges will soon fall behind.
We all know examples of great leaders, but we also know that there are leaders who have not meet the productivity challenges and do not change rapidly enough to keep up. There is a gap between a leaders actual performance and their potential performance. This gap in leadership has a major impact on the success or failure of their organizations and teams. This “leadership gap” has a direct impact on the leader's performance but also impacts all of their employees. Too often we hear that a leader has been “hired for technical skills and fired for attitude”. This is an expensive way of doing business and leads to uncertainty in the workforce and major cost in recruitment. It is not possible to estimate the cost of the “leadership gap” or to assess the opportunity costs associated in the lack of productivity. If a leader is performing 10% below their potential, there is an even bigger cost because of the gap in potential performance of their employees. For example, in pharmaceutical research it may result in one less drug getting to patients just because of the “leadership gap” and the wasted resources and time that we suffer with bad leadership.
The second challenge is that leaders have to manage complex, virtual networks of employees, some who report to them and others who are alliance partners (either internal or external to their company). The modern leader is expected to manage these virtual employees in a situation where influencing skills is more valued than traditional authorative power. Leaders who can shorten “virtual distances” are most effective in delivering innovative products and services to market.
Finally, a large number of leaders are in “transition”. They are either preparing for their next role, transitioning into new roles (internally or externally) or changing their organizations following re-organization, downsizing, etc. To be an effective leader in modern organizations, these transitions have to be managed carefully, with the first 90 days being crucial to sustained success. There is rarely a second chance to make that first impression and mistakes made in the first 90 days are difficult to recover from.
You may be thinking how this can apply to my business, ….if we are successful you will:
Unlock potential to maximize performance
New insights, raise awareness – see issues with more clarity
Focus attention on desired future
Higher level of self-awareness
Know the words to your song
Cost savings – "Recruit for skills, develop for attitude"