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Executive coaching in performance psychology

Executive coaching in performance psychology

In 30 years of coaching, I have found that rarely does leadership development take place without it involving at least some executive coaching in performance psychology.
 
Most executives have reached their current positions because they were first skilled at leading themselves. Then worked to acquire competence in leading others, usually a small department or section., and became skilled there, too. They engaged in still further development to learn how to lead even larger groups, and again became competent.
 
Usually such executives have picked up some knowledge about the psychology of performance along their learning journey. Of course, they may not label their expertise as such, but it is there.
 
Total knowledge of performance psychology is not necessary to be a more effective leader than someone who has limited knowledge.
 
Copy of The Perfect Gift BookThat is one reason so few leaders make a systematic study of performance psychology; a little goes a long way. (Some of the principles are covered in The Perfect Gift.)
 
It is also the reason that when exploring routes to achieve improved results that coaching in performance psychology almost always plays a part. Two or three tried and tested principles, which are new to an executive, can transform the results s/he achieves. And the speed of impact is normally fast.
 
To illustrate, if you are driving a car with one flat tyre, and you replace it with a fully functioning one, the process of driving is immediately improved, and the better results soon mount up. A journey of 150 miles that would previously have been impossible is now straight forward.
 
That is normally the impact on leadership results when it has been useful and appropriate to provide executive coaching in performance psychology.
 
You might ask: Which performance psychology principles will best help which leaders? Yes, a sensible question. In my experience it depends on what leadership approach and culture the executive has learned from, along with personality and context factors.
 
There is the magic of an experienced executive coach: not in having the knowledge (that is easily acquired), but in being able to analyse which principles an executive can immediately benefit from, without extensive and protracted analysis.
 
An executive coach skilled in performance psychology can quickly identify which principles an executive is using and which s/he is unaware of, from what appears to be casual conversation, and then compare those to the requirements of the performance context in which results are desired. The executive coach then undertakes the necessary development in performance psychology with the executive.
 
If you want to explore improving your leadership performance you can contact PsyPerform here.
 
Prof Nigel MacLennan
 
Copyright 2016 PsyPerform

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