The benefits of executive group coaching are economies of scale, diversity of perspectives and behavioural changes. If we add to this mix a coach trained in psychodynamics, he or she can bring out the unconscious patterns that play out in organisational life. Psychodynamic coaching interventions give the executives a transitional space to explore and reflect on aspects of inner theater such as defenses, primary relationships and their impact on the workplace.
At a networking event in Hong Kong, I was asked what I do. My answer instinctively was, “Not much.” “Not much” is far from the truth.
Our COVID-19 world is full of complex economic realities and a drastic switch to primarily remote workforces. Leaders had to transition to new methods of guidance and accountability, with unexpected situations at hand. But even when the pandemic is over, technological communication will remain a key business tool, and your leadership style will need to evolve accordingly to rely less on in-person oversight and more on trust, objective evaluations, and strong communication.
Mental health awareness is something that many executives overlook, but it’s actually a vital leadership skill that is necessary for the long-term success of any organisation. As a leader, it’s critical that you have an intimate understanding of your team and an overall sensitivity to their well-being. A team cannot work together effectively if any of the team members are struggling with personal challenges that seep into their work-life without receiving any support.
“The game had just started! A game of patience and strategy with the highest mountain in the world. We had already reached Camp 2, (6400m), and in the following days we would climb Lhotse Face, touch Camp 3 (7300m), and then descend. We were so close to concluding our third and last acclimatisation rotation, when we received a radio call by dinnertime. Our expedition leader, Mike Hamill, informed us that the forecast had changed dramatically and strong winds were expected for the following days.
We followed the recent Executive Master in Change Graduates on their 18-month journey as they discovered more about themselves and how to apply those discoveries to create more effective organisations. Participants Oliver Shiltz Managing Partner Heidrick & Struggles Mariann Wenckheim Wenckeim Holding AG Patryk Zamorski Europe Director of Talent Dentons Andrew Lux Brand and Marketing Consultant
The EMC changes your perception of human behaviour and your own potential.
When you decide to go for an Executive Master’s degree in your forties, you go in with tempered expectations. After all, after a dozen or more training programmes, and 20 years of professional experience, you’ve learned a lot of what there is to know about your field. Your goal will probably be to build on that experience with some of the latest knowledge and research that a university like INSEAD can provide.
We asked four alumni to share their views on the professional impact they have been able to make since taking part in the EMC.