We assist a wide range of professional clients in leadership positions, to develop additional capabilities and by doing so, open new vistas of opportunities for themselves, their teams and ultimately, their organizations. Our focus is on helping leaders and their teams succeed by leveraging their strengths, closing the gaps in terms of their developmental areas and so positively impacting both their and their organization’s performance.
At the heart of each coaching engagement is the relationship between the Keystone coach and the leader. This collaborative relationship is characterised by mutual respect, trust, freedom of expression and confidentiality as well as an inner curiosity to learn. The coach acts as a trusted adviser and sounding board to leaders who are equally as passionate about and committed to developing their potential and achieving results. Coaching conversations are focused on generating and exchanging knowledge and insights and it is this shared dialogue which allows for shifts and transformation.
Self-knowledge forms a crucial aspect of this process of development and change. This is achieved through continuous reflection on leaders' use of language, their beliefs and assumptions. In this way, a new language which allows for other ways of seeing the world is discovered, and it is this “seeing it in a new way”, that is the essence of coaching. And, in creating this enhanced awareness, the leader is equipped to take new actions and achieve new outcomes.
Coaching is a discipline that demands continued freshness, innovation and adjustment which means that continued learning and change are central to achieving a leader’s goals. By continuously learning, every leader is enabled to build new skills, habits and practices and is encouraged to let go of those that have become counterproductive and outdated. Outcomes are focused on both the short and the long-term, which allows for quick wins in a very short space of time, as well as enabling leaders to deal creatively and proactively with future challenges.
We follow a dynamic and multifaceted six-phase process:
1. Partnering conversations
Conversations with the stakeholders at both the onset and throughout the coaching programme, allow for continual awareness of the impact of coaching on the system and vice versa, and as such it is a systemic approach.
2. Understanding where the leader is and where s/he wants to go
Data about the leader and the organization’s environment is collected and assessments done, which allow the coach to determine key areas for development and give feedback to the stakeholders. It also enables tracking of the progress of the coaching programme and subsequent behavioral change.
3. Learning how to get there
Together the coach and leader devise a Focus Plan supported by validated practices and models from business literature and behavioral psychology in order to permanently embed the desired changes in behavior. The individual goals of the coaching engagement are always linked back to strategic organizational objectives, which increases individual performance and positively impacts the organization.
4. Making the journey
The subsequent coaching conversations are focused on enabling the leader to develop mastery in identified areas. Each coaching session is clearly structured with a results-driven agenda and there is follow up on previous meetings and actions taken between sessions. The leader is invited to explore, enquire, search and reflect on innate belief systems, habits and long-held assumptions. This process of self-reflection is an important technique to ensure that the leader becomes self-generating, self-resourceful and self-reliant after the coaching program is completed.
5. Tracking progress
Progress is measured at regular intervals throughout the coaching programme by soliciting feedback from the leader’s peers, subordinates and other stakeholders as well as self-reports by the leader.
Key goals are also regularly updated to adapt to the leader’s changing capabilities and the evolving priorities of the organization.
6. Reflecting on the learnings
On completion of the leader’s coaching programme, close-out reports which evaluate the effectiveness of the coaching, are provided by the coach and are discussed with the stakeholders. The coachees is also required to evaluate the coaching and the coach so that learning is ongoing and mutual.