• Coachees are transitioning to a more senior role, developing their strategic capability
• Technically skilled managers require leadership coaching to fully engage and enable their team’s performance
• Senior leaders are tasked with the delivery of complex projects, and would benefit from an external perspective to direct their critical thinking and focus
• There is a business change (such as mergers, acquisitions or outsourcing) which demands leaders’ personal and professional readjustment.

• Development and retention of the critical talent in your business
• “Bringing the outside in” – especially where complex projects would benefit from external focus
• Increasing focus on personal efficiency and organisational productivity
• Providing a stabilising factor when change occurs and leaders need to simultaneously work through the personal and professional implications
• Facilitating knowledge-sharing and skill-transfer across the organisation by highlighting critical networks and ensuring key relationships are prioritised.

Whether the leader is new-to-role; changing function or country; leading a new team or critical project; or requiring professional development we can provide an enabling perspective and the following benefits to the coachee(s)

• Improving performance, motivation, morale and stress management
• Providing an unthreatening but challenging environment for discussion, where challenges can be explored without censure
• Enabling the transition from one career level to another
• Giving self-directed learning which builds this learning habit
• Exploring stakeholder relationships, whether internal or external, to build focus and efficacy.

All great coaching is built on trust, integrity and skill. However, for organisations the crucial thing is that it delivers a measureable impact. Starboard coaches initiate a 3-way contract between Coach, Coachee and sponsoring Manager to agree the critical impact opportunities of the coaching assignment. This involves being clear and specific upfront about what the coachee is focused upon – for example, entering a new market; building a new product or service; or transitioning to a broader leadership role. This contract clarifies what success will ultimately look like at the end of the coaching relationship. Subsequent face-to-face meetings between the 3 parties are then held at the middle and end of the coaching period to review results against the original commitment and purpose. Coaching would typically take place over a 6-9 month period, though this is entirely dependent on the needs of the coachee and the organisation.