Leadership

 Delivering step-change results - the combination of clear strategy and great execution, requires leadership teams able to move beyond politics and competing agendas.  This requires new ways of thinking and acting.  We call these the Six A-Grade Performance Factors:  

1. Awareness - building systemic understanding of the external and internal factors at play and, critically, what issues and opportunities this creates.  This factor moves you beyond the traditional SWOT analysis to a deeper and more refined understanding of your organisational context
2. Ambition - having a strong sense of purpose, a clear vision, stretching goals and well thought through strategies are essential in being able to bring your people with you
3. Alignment - there is clear and evident alignment across the leadership team around priorities, resources, risk appetite, delivery plans and communications to the rest of the organisation.  Ensuring leadership alignment is a necessary prerequisite to building the wider organisational alignment that strategy execution is dependent on
4. Accountability - Ambitious organisations need ambitious leaders who work collaboratively to enable delivery but who also have the individual resilience and agility to deliver their part
5. Authenticity - Diversity is celebrated with enhanced abilities to relate to each other, understand and trust each other and work together to get the job done.  Being yourself is one thing, allowing others to be themselves can be something else altogether...
6. Adaptability - constantly learning and able to adjust plans means knowing what to measure, how to interpret results and having the personal and organisational agility to make changes when necessary

Simple, right?

It is simple.  It is obvious.  And yet so many organisations admit to falling short of the ambitions they set.  Were the ambitions too lofty?  Maybe.  But evidence shows it is more likely to be competing priorities, misaligned resources and organisational inertia.

If you would like to understand how your organisation could benefit, take a look at how to engage with us.

As an executive coach, Mark works with senior leaders to increase their influence at an executive level and improve their performance as both a strategic leader and a functional head. 

Mark practices an integrated model of executive coaching. This recognises that every coachee in the working context has considerations placed on them by themselves (for example, their ambitions, capabilities, beliefs and values), the role they hold, the organisation within which they perform that role and the wider stakeholder situation. These contexts can often seem to pull in different directions and so create challenges for the leader. 

As an experienced leader himself, Mark recognises many of the pressures his coachees face and enables them to uncover new thinking and generate new solutions that create personal and organisational growth. 

As a mentor, he provides support to high potential individuals focusing on developing skills, behaviours and resilience.

Mark is a Fellow of the Institute of Leadership & Management, holding an ILM L7 award in Executive Coaching & Mentoring along with a  Postgraduate Certificate in Executive Coaching & Mentoring. 

Testimonial

  "Having undertaken a programme of coaching with Mark over a couple of months, I have no hesitation in recommending him as an Executive Coach.  He quickly put me at ease and, whilst some of what we covered was personally challenging for me, I always felt in a safe space.  He is an excellent non-judgemental listener, with a gift for nudging to ensure that the most appropriate ideas and concepts are considered.  He brought clarity and insight which helped me to generate some really significant breakthrough moments.  I am definitely better equipped to manage the demands of a high pressure and complex role as a result".  Director of Operations (Higher Education Sector)