25Oct/1310

Change is Easy, by Dr. Laurence S. Lyons

Turn to the change section in any management textbook and it will be sure to tell you one thing—major change is horrendously hard. However arduous you might think it will be to re-organize operations, introduce a new business model, or beef up global customer service, accepted wisdom will tell you to think again. Estimate the effort needed to bring about the desired change. Treble it. Then add some. You will find that making change happen in the real world will be much, much harder than you'd ever imagined.

If you, or one of your clients, have ever instigated major change, you will wisely nod your head in agreement with all those textbooks. There are well over a million excellent reasons why change is so very difficult and always takes far longer than expected. People have a natural resistance to change. They cannot be rushed through the laborious emotional processes which major change unavoidably requires. The Senior Management Team—often the instigators of change—will be thinking one or two steps ahead of their announced plans, which skews their perception about the speed at which change can take place towards the madly-optimistic. Change is difficult, it looks difficult, and it takes a long time.

Yet this need not be the case. There is some good news; there is another way. While coaching may not eliminate the amount of client reflection that is required when change comes along, it does offer a better and more enduring return from the investment in its efforts. We of course know that coaching almost always encourages dialog, and that early warning is particularly important for reducing risk in change situations. So a coaching context is generally beneficial during change. But coaching can go beyond simply setting a culture conducive to lubricating the change initiative. By helping the client find her authentic voice, a coach may encourage a leader to take a less reactive and more robust stance. To achieve this, the leader may probe and test the organization's ambition in an effort to interpret its intention in a way which finds a desirable role for her in the emerging scheme.

A Question of Coaching

Traditionally, major organizational change is the practical answer to a set of three strategic questions:

  • Where is the organization today?
  • Where do we want the organization to be tomorrow?
  • How does the organization get there?

Organizational change methodologies built on these three questions have undoubtedly stood the test of time. These are good questions. They are the right questions. The top team's answers to these three questions—together with the quality of change implementation they bring—will deliver to any organization the future it deserves.

Yet, however beneficial this approach may seem to be for the business, the coach may feel stymied by it. Having a client respond without challenge to the organization's perceived demands may leave residual feelings of weakness or inadequacy. Additionally, it may be frustrating to find that the textbooks dictate that there is nothing important for the business beyond the realm of strategy. Where, then, can the coach find a space in which each client can be empowered?

I propose a coaching question, the fourth question of strategy:

  • Where do I (the client) fit in the picture?

The great thing I find about this additional question is that it is also strategic—but this time squarely in the interest of the client. To get to work on this new question, simply take the original three questions and change the word 'organization' to 'client.' Your discussions will produce an initial draft of a personal strategy. Importantly, it has now been made explicit. It will be almost impossible for the client to answer these questions without bringing to the surface a much deeper one: Who am I?

Asking this fourth question puts what could have been an important hidden issue right on the table. With all that done, it's now time to explore common futures. Ask this: Within the proposed organizational change, is there any gap between the client's career and the organization's ambition which needs further exploration?

Playing with Fire

Just in case you might have any qualms about asking this extra question in a live coaching session, remember that the ethical justification for doing so is compelling. At worst, it will quickly emerge that your client is the best person for meeting the new organizational challenges. In that case, your conversation only took a moment and you've squeezed out risk to both your client and the organization. Rest happy that your client is in exactly the right job, fired up with opportunity and enthusiasm, and that the organization is well resourced for its future. This represents a fine return on the investment of a few seconds' coaching time. Celebrate!

What if your client is uncertain about the method of change implementation, or even holds serious reservations about some of the assumptions in the change plan? Here is another great coaching opportunity! You encourage the client to go into research mode, which means setting up conversations with colleagues outside the coaching room. Perhaps it simply turns out that some detail or interpretation needs clarifying, and once that has been done all is then well. Great outcome. Or, maybe it emerges from business discussions that it is necessary to modify some part of the original change program. It could be that a major piece of the change plan eventually gets jettisoned or replaced. Having your client set this research in motion doesn't mean that all risks will evaporate, but it does mean that you and your client have done your level best in addressing all inherent, and foreseeable, risks. You did good work. In the real world, it often doesn't get better than this. Celebrate!

What if it should become clear that there is no fit for your client in the organization's future, and no hope of re-negotiating the change plan? It is difficult to see how you wouldn't want to celebrate even more than before! I expect to hear the champagne corks flying. You have just identified an extremely significant and dangerous risk, and are already on your way to avoiding a predictable disaster. Remember: If it ain't going to work, then it ain't going to work. Get started on the exit strategy today. Better to spot and avoid the dead end right here and now in the coaching room than to leave it festering unnoticed until it grows into the full-blown catastrophe of a failed implementation. Working the mismatch issue now will prevent serious organizational embarrassment and disruption in the future, and it may even save a career.

Principled coaching begets principled leadership. The principled way can at first seem frightening, but is often the best for both client and organization. Business coaches are often asked, "What is it that coaches actually do?" That question offers no quick and simple answer. But one element of coaching is crystal clear: Coaches encourage their clients to walk the talk by living their values and by being authentic. One route to that goal starts with a major change announcement and the fourth question of strategy.

I freely admit that the search for those core personal values can often involve the client in a long and tortuous inner struggle. Often a situation of impending major organizational change will be the only device able to prompt such consistent and deep reflection. Finding the limits of Self can be hard. But the reward for the client is enormous: Authenticity. Authenticity is the foundation of principled leadership. Because the principled leader knows herself, she has no cause to worry about change.

She is to be found anywhere in an organization, not only at its top and not only among the management elite. She feels no need to take a long and protracted journey to some unwanted organizational destination. She is self-secure. Organizational change may present her with a fantastic opportunity to grow her leadership skills and get closer to her personal ambition. If so, she and her organization will reap huge rewards, which multiply as each feeds on the success of the other. But if, after researching all possible alternatives, she still cannot find herself within the emerging picture, she will simply start work on the construction of another picture. It will be her picture, in which, for the time being at least, she can clearly see herself, and which she is prepared to share with the world. Organizations hold no monopoly on change.

Is it not the quest of business coaches to create such leaders? Leaders who are at home with themselves? Change is a gale which extinguishes the candle or spreads the bush fire; its effect depends entirely on the material it meets. Who said the flame must always die? Authentic leaders are prepared for change; for them, being true to self presents no difficulty at all. Change? What is change? Change is easy.

This article first appeared in Business Coaching Worldwide (Spring Issue 2007, Volume 3, Issue 1). Copyright © 2012 WABC Coaches Inc. All rights reserved.

Laurence S. Lyons, PhD, founding director of The Metacorp Group, has extensive experience in coaching senior teams during major change. A member of the WABC International Advisory Committee, Larry is a scheduled panelist at the WABC 10th Anniversary International Conference. His most recently published book, co-edited with Marshall Goldsmith, is the second edition of Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches (Pfeiffer, 2005). Read more about Larry in the WABC Coach Directory. Larry can be reached by email at lslyons@lslyons.com.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
1Aug/130

Creating a Coaching Culture, By Tom Crane

Posted by Thomas Crane

Today's Most Potent Organizational Change Process for Creating a "High-performance" Culture

How do we Executive Coaches and Organizational Consultants help our clients create the cultural conditions for sustainable high performance? We need to look no further than the powerful process of coaching. We already know that coaching assists individuals to grow and develop. Imagine what would happen if the entire organization were able to tap the power, ideas, and wisdom of its own members...through people learning how to deliver and respond to feedback in powerful and healthy ways.

What is the vision of a "coaching culture"?

A coaching culture is present when...all members of the culture fearlessly engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance. All have learned to value and effectively use feedback as a powerful learning tool to produce personal and professional development, high-trust working relationships, continually-improving job performance, and ever-increasing customer satisfaction.

How do we know we have one? It looks like this...

The 7 Characteristics of a Coaching Culture

1. Leaders are Positive Role Models.

Organizational cultures take their cue from its leaders at the top. They set the tone, pace, and expectations for what is right and what is wrong -- what is acceptable and what is not. When leaders become skilled coach-practitioners, they transform their leadership style from being THE BOSS OF PEOPLE to THE COACH FOR PEOPLE.Coaching is "applied leadership," requiring the best of what we know about contemporary leadership. Leaders who master coaching learn to create powerful, emotionally-intelligent conversations where the coach guides productive change, passion, and inspired action.

2. Every Member is Focused on Customer Feedback

Most modern organizations have feedback channels that capture information from the customers they serve. This is not new. However, in a coaching culture, there is a huge emphasis on expanding these feedback channels and making them truly effective at what they're capable of doing. It becomes the responsibility of every member in a coaching culture to proactively seek, strive to understand, and non-defensively respond to the feedback and the customer who is delivering it. Everyone understands the significance of their role as it relates to the mission of serving (internal or external) customers.

3. Coaching Flows in all directions -- Up, Down, and Laterally

In a coaching culture, coaching flows in all directions from all parties, making a networked web across the organization consisting of many connections between people in the same departments, across departments, between teams, and up and down and across the hierarchy. The key to this rich flow of coaching communications is the establishment of explicit coaching relationships.We know that leaders and managers, when optimally effective, provide performance and developmental coaching for their direct reports. This is a necessary component of high-performance, yet, in itself, is not sufficient to create the true high-performance cultural conditions required in today's businesses.Peer coaching is the second place for creating explicit coaching relationships. Coaching relationships across the organization are established to support ongoing dialogue, learning, problem solving, and enhanced working conditions. Peer coaching is an invaluable element that supports learning, growth, and productivity improvements.Upward coaching is the third element and often the most challenging to establish. There are many reasons why. The leader/manager may either be unaware or unwilling to receive upward feedback. The direct reports might not feel safe or that permission exists to offer candid feedback even though they would like to be able to deliver it. For whatever reason, the nature of the relationship must dramatically transform if feedback is to flow freely between a manager and direct reports. Becoming coaches for one another makes this shift by creating safety, trust, respect, and rapport in the relationship.

4. Teams Become Passionate and Energized

The process of coaching, when learned by teams, creates egalitarian, high-trust relationships that transcend traditional Boss/Subordinate/Competitor dynamics, and moves people toward a collaborative Coach/Coachee/Partner relationship.In high performance cultures, people feel part of the larger whole. This enhanced feeling of connection occurs because teams make a point of opening up dialogue to explore how they are working together. Teams focus on creating connection and high trust. Trust directly supports people being able to work together more effectively and more efficiently which leads to higher performance.The relationships that teams create in a coaching culture can be characterized by a high degree of commitment to teammates' success. Internal competition for the spotlight, job promotions, and accolades from top management do not become destructive. The fundamental belief is that all members of the team work for the same company. They are part of the same team. Everybody is in the same big boat together and pulls her own weight and is accountable for their contribution to team performance. They accept this truth: we can't win unless everyone wins. My job is to make my teammates successful.

5. Learning Occurs, More Effective Decisions are Made, & Change Moves Faster

Coaching speeds up the personal and team learning curve by capturing lessons learned more quickly. Teams make frequent use of after-action-reviews to document any and all lessons learned. People become anxious to tap and share wisdom across the team. People learn to fail fast without fear of repercussion in what is truly a learning environment.In a coaching culture, it is common practice to involve everybody affected by the change in the decision to make the change, and certainly in the implementation planning. Coaching is the act of engaging people in safe dialogue where they are expected to respectfully share their candid concerns, ideas, and points-of-view so that they experience feeling part of the process and being valued as a partner.

6. HR Systems are Aligned and Fully Integrated

Human resource systems are comprised of talent acquisition, orientation, training, performance evaluation, promotions, recognition programs, and compensation. Coaching must be fully integrated into all the systems that impact people.Most organizations today have articulated organizational values that hang on the boardroom wall.Coaching cultures actively embrace and use their espoused core values as a compass to guide people and business decisions. Members of the culture are expected to observe and coach their colleagues on the extent their colleagues' observed behaviors are congruent with the core values and guiding behaviors. This makes values relevant, useful, and meaningful to the organization.Coaching cultures use 360° processes to gather feedback on a regular basis. All members of the culture have personal development plans that are taken seriously, reviewed annually, and serve to significantly impact the effectiveness of individuals and teams.Job descriptions include a clear description of relevant coaching skills required to be successful in the job. Everyone is expected to perceive themselves as a "coach practitioner" engaged in continuous learning about what it means to be a coach.

7. The Organization Has a Common Coaching Practice and Language

We define coaching as "the process of helping others enhance their effectiveness...in a way they feel helped." This comprehensive definition of coaching reflects the intention of the coach as well as offers guidance in how to organize and conduct the coaching conversation. Coaching cultures adopt a singular approach and methodology so the culture has an easily recognized, commonly understood approach. Why is this important?If an entire culture has a shared understanding of HOW to coach, then the coaching conversations are more easily started and sustained between people. The mystery is removed. People can connect easily and communicate with fewer distractions, making the communication much more effective. This increases the likelihood that more people will start getting more of what they want, and less of what they do not want.


The Emerging Results

Organizations have seen the powerful impact on the effectiveness of Executives who retain external Executive or utilize internal Business Coaches. They are also beginning to connect-the-dots and extrapolate the incredible power of an organization whose capacity for growth and change is enhanced through the systematic practice of coaching.

Crane Consulting is actively engaged with several leading organizations that are focused on creating their own coaching culture. We see this work as the nexus of BOTH continuing external coaching with Executives AND showing their organizations how to coach one another. Rather than reduce or eliminate the role of Executive Coaches, this transformational organizational work actually provides Executive Coaches more to work with their executive clients on...how THEY become coaches for the teams they have the privilege of leading!

This article first appeared in Business Coaching Worldwide (2005, Volume 1, Issue 1). Copyright © 2011 WABC Coaches Inc. All rights reserved.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
16May/130

From Monopoly to Market Leader

Posted by WABC

By Anne Geneviève Girard, PhD and Michel David

The Business/The Organization

The Maison des Futailles ("MDF") was originally the wine-bottling arm of the SAQ, the state-owned liquor monopoly in the province of Quebec. In 1999, the government decided that this operation should be privatized in order to eliminate a perceived conflict of interest with its other wine and liquor suppliers. At that point, the only two remaining smaller private wine bottlers merged into MDF, creating a stronger player to compete with the giant Vincor, a multi-national major liquor and wine distributor.

MDF was facing a difficult situation. On one hand, it had inherited the culture of a government monopoly. It was very product-oriented, but had a low sense of urgency and minimal client focus. On the other hand, it faced a powerful competitor in the marketplace. Its market share was gradually decreasing and cost cutting was the only driver of profitability.

The issue facing MDF: How can a spin-off with a government attitude survive and compete successfully against well-established, aggressive competitors?

The Partnership

Dr. Anne Geneviève Girard provided psychological assessment services to the Liquor Board for several years prior to the spin-off. As a result of her support of a succession-planning exercise at the Liquor Board, she was engaged to assess high-potential candidates and propose internal coaching plans to improve their skills in preparation for promotion to senior management positions.

Mr. Roland Prud'homme, a chemist in charge of a production plant, was one of these candidates. By focusing on improving his self-confidence and leadership skills, he earned numerous promotions. In 2002, Mr. Prud'homme was nominated and confirmed as President and CEO of MDF.

In his new position, it quickly became apparent to Mr. Prud'homme that the company needed a renewed strategy and a consequent realignment of resources in order to arrest its decline and become a winner in the marketplace. Mr. Prud'homme retained Anne Geneviève Girard to coach him and his team.

As she began her work with MDF, Anne Geneviève realized that there were gaps to address in the area of corporate strategy. She therefore called on her colleague, Michel David, a consultant who had developed a unique approach to coaching on strategic issues. The two collaborated to jointly coach MDF's management team in their particular areas of expertise.

The Challenge

At its core, MDF had a strong foundation of expertise in sourcing products worldwide, and the logistics to provide consumers with quality products. What it lacked was competitive spirit. While quite understandable and acceptable in a monopoly, this lack was a dangerous deficit in the open market.

In order to regain market share and build profitability, MDF would have to:

  • Define clear, specific and challenging goals;
  • Segment different markets;
  • Define positioning and competitive strategies;
  • Align organizational resources; and
  • Significantly increase accountability for results.

In summary, the what, the how, and the who all had to be addressed. Incremental thinking, which traditionally led to missed goals and lots of excuses, had to be abandoned in favor of focusing on the target and working backwards. With the end in mind, key steps could be identified and turned into breakthrough projects to be completed under tight schedules.

As Mr. Prud'homme put it, "It is essential to have a formal process, an effective methodology. You then realize that the same system will produce the same results. The gaps appear clearly and the problems become evident. In addition, if you put the right people in the right job, there is no limit to what you can achieve."

The Approach

Building on Dr. Girard's long-term coaching relationship with MDF, a participative team process was implemented. Regular interaction in this workshop-driven process forced many problems to the surface. It became plainly apparent to the President and CEO that not every employee would be able to survive in the new strategy-driven business environment.

The keys were a combination of effective business strategies and employee alignment with those strategies:

  • Top management was assessed in the areas of growth potential and team skills.
  • The current strategy was assessed based on questionnaires (High Performance AssessmentTM) and interviews.
  • Through the coaching process, senior management improved their interpersonal communications, transparency and co-operation skills.
  • By working closely with Mr. Prud'homme and four of his Vice Presidents, a more effective team was created.
  • Two crucial executives (Sales Vice Presidents) who didn't accept the new priorities and expectations of performance, and who failed to move in alignment with strategic objectives, were successfully replaced.
  • A number of senior executive posts were filled with individuals who possessed significant food sector experience, particularly in the area of competition for shelf space.
  • A precise marketing/sales strategy was designed and implemented.

The Value Delivered

In the two-year period following implementation of the coaching program, MDF's market share increased from 30% to 36%, and EBITDA (Earning Before Interest, Taxes, Depreciation and Amortization) increased by 18%. MDF became a recognized market leader externally, and functioned with a much stronger team internally.

The final impact: Success breeds success. New investors are coming on board in 2006 to bring added market expertise and take MDF to the next level.

The real value is stated directly by the President and CEO himself:

"Through Dr. Girard's direct coaching, and the coaching of some of her colleagues focusing on specific issues, I can honestly and modestly assert that I have become a good President. I fully and confidently embrace my role. While keeping my people-oriented philosophy, I am now very results-oriented as well, and I am strongly convinced that under my leadership we will attain the results outlined in our strategic plan."

This article first appeared in Business Coaching Worldwide  (Summer Issue 2006, Volume 2, Issue 2). Copyright © 2013 WABC Coaches Inc. All rights reserved.

 

annie

 

Anne Geneviève Girard, PhD, owner of Anne Geneviève Girard et associés Inc., utilizes her eclectic background as a certified psychologist, management consultant and coach to identify talent and develop individuals in their organizations. Learn more about Anne Geneviève in the WABC Coach Directory.  Anne Geneviève can be reached by email at agg@aggirard.com.

 

 

 

 

michael-david

Michel David, owner of Michel David Inc.is a strategy consultant. He helps clients develop powerful strategies in their current business throughdifferentiation, focus and discipline and create tomorrow through radical thinking, innovation and entrepreneurship. Michel can be reached by email at mdavid@performancevision.com.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
9May/130

Diageo Portugal: Reorganization Teamed with Business Coaching Leads to Major Wins

Posted by WABC

by Jane Upton

The Business/The Organization

Diageo Portugal - Distribuidora de Bebidas Lda is the world's leading spirits company. Diageo manufactures and sells brands such as Johnnie Walker, J&B, and Cardhu whiskies, Tanqueray and Gordon's gin, Bailey's Irish Cream, and Captain Morgan rum. In Portugal, the company also sells Logan and Old Parr whiskies and a range of wines.

The Partnership

In conjunction with a major reorganization of Diageo Portugal, Pedro Nogueira was promoted to the position of Commercial Managing Director. He needed to make an impact on the business in a very short time frame, and I was asked by the HR Director Iberia to coach Pedro and his team through the change. My previous experience in the liquor industry and the time I had spent working in Portugal were key considerations in my appointment. My ability to understand both the business and the cultural issues provided a smooth introduction into a company which had no prior experience with business coaches or the business coaching process.

The Challenge

In a European-wide reorganization, the long-standing Managing Director of the Portuguese 'in-market company' (a legal entity reporting into a region) was replaced by Pedro Nogueira. An Iberia hub was created to manage the combined markets of Spain, Portugal and the Canary Islands. This reorganization affected both formal reporting lines and the perceived status of the Portuguese team.

The reorganization resulted in some redundancies, with all the anxiety and uncertainty that involuntary and unanticipated job loss brings. The Iberia-wide management approach turned an intensely private and independent culture into one of forced openness. Under the new structure, some managers began to report to executives in Madrid. The reorganization also clearly signaled a change from the previous directive management style, moving to a more open, collaborative approach. Although this change was broadly welcomed, it was accompanied by more uncertainty.

These were the challenges that Diageo faced:

  • Pedro needed to establish himself quickly as a credible leader;
  • Under Pedro's leadership, the newly formed Executive Leadership Team (ELT) had to effectively drive the new organization;
  • The groundwork for a long-term cultural change had to be laid; and
  • The management change offered a once-only opportunity to establish new marketing/commercial strategies, which had to be implemented while simultaneously reaching challenging sales targets.

The Approach

Following his promotion from Marketing Director to Commercial Managing Director, Pedro recognized early on that the breadth and complexity of his role had increased considerably. During our early coaching sessions, what became known as 'Pedro's Virtuous Circle' emerged, which highlighted the four key areas on which Pedro needed to focus:

  • Building effective relationships with his boss and his colleagues on the Iberia Executive Committee (with the exception of Pedro himself, all based in Madrid);
  • Leading and managing his Executive Leadership Team (ELT);
  • Providing leadership for the broader organization in Portugal; and
  • Managing resource allocation.

This Circle provided a quick and easy way to make sure that everything for which Pedro was responsible was covered effectively. When he needed to put more time and effort into a specific area, he did so deliberately, while attending to urgent issues in other areas.

Pedro is highly intelligent, very quick-thinking and analytical. He soon realized, however, that these qualities alone would not bring him success. He also needed to adapt his style to those around him, give others time to think, and pay more attention to the emotional needs and reactions of others than he would have required for himself. His openness and willingness to try new ideas enabled him to progress rapidly.

Only a month into the process, we started working on team-building issues with the ELT. Some team members had previous experience at a senior level, while others were new to executive functions. Some had thrived under the old regime, while others were still bruised from it. We started by focusing on two areas:

  • Understanding the different team members' styles of working, so that each member could value the contributions of each style rather than fighting against it; and
  • Getting the team members to define how they wanted to be perceived as a leadership team, and recognizing and implementing the behaviors required to reinforce that perception.

That short intervention early on was a key factor in establishing a common approach and a coherent way of working together.

Pedro invited me to attend the monthly ELT meetings, during which the high-priority business issues were discussed and decisions made. My support and feedback helped Pedro to design a format for the meetings to render them as productive as possible—including how to balance the need for discussion and debate (a new-found freedom) with the requirement for timely, effective business decisions. Pedro has now incorporated a regular review of team effectiveness into the monthly ELT meeting.

The first big test for the reorganized Diageo Portugal came at the end of 2005. The pressure was on to achieve projected sales, and the customers were playing a waiting game to see if Diageo would persevere in implementing its new marketing/commercial strategies. As Pedro clarified his own role, he learned when to intervene with his team, when to delegate, when to pass instructions from Madrid on to his team and when to deal with them himself. The ELT spontaneously worked as a real, committed team, seeking creative solutions together and transmitting a unified message to the rest of the organization.

I received one of my most satisfying phone calls of the year on the evening of December 30, 2005, when Pedro announced that the company had met its sales target!

The Value Delivered

Pedro has established himself as a credible leader. He is accepted and respected by his colleagues in Portugal, his immediate superior, and the senior management of Diageo alike. Pedro has adapted quickly to the demands of a broader general management role, becoming more flexible in his style and more responsive to the needs of others.

The ELT has learned to work so well together that it is able to present a united front to the rest of the organization. The team members actively strive to overcome differences in personality, experience and functional approach, and value the unique contribution of each individual.

As a whole, the organization in Portugal has survived a significant functional and cultural shift, accomplished with a minimum of disruption and an increase in bottom-line business results.

When I asked Pedro to assess the ROI of our coaching partnership, he replied, "It's extremely difficult to assess the financial impact of coaching because we will never know what would have happened without it. But we'll grow more than 21% in trading profit over last year, and I doubt that the team would have been successful without the work we did with you. More important than the positive contribution in the current year's financial performance is the long-term positive effect that it will have on my performance as a manager."

janeupton

This article first appeared in Business Coaching Worldwide (Fall Issue 2006, Volume 2, Issue 3). Copyright © 2013 WABC Coaches Inc. All rights reserved.

 

Jane Upton, head of Praesta in Spain, coaches senior executives, high-potential managers and senior teams in Spain and Portugal. At present, Jane is a Visiting Executive Fellow, leading courses on coaching at Henley Management College in the UK. Read more about Jane in the WABC Coach Directory. Jane can be reached by email at janeupton1@gmail.com.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.