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Expertise

Expertise

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    Leadership transition is hard. Research indicates that circa 40 percent of senior hires leave their new role within two years because they have not met expectations, either their own or the organisations’. [1]  The chances of making a successful transition can be significantly improved by providing confidential support, such as an independent trusted advisor. If a senior executive is going to leave an organisation in the first one to two years, it is most likely due to them misreading the cultural or political landscape, rather than due to their competence. The challenge is to find an independent sounding board; someone who they can trust and test their thinking with as they navigate the future.  Source: [1] Institute of Executive Development, 2008

Leadership transition is hard. Research indicates that circa 40 percent of senior hires leave their new role within two years because they have not met expectations, either their own or the organisations’. [1]  The chances of making a successful transition can be significantly improved by providing confidential support, such as an independent trusted advisor. If a senior executive is going to leave an organisation in the first one to two years, it is most likely due to them misreading the cultural or political landscape, rather than due to their competence. The challenge is to find an independent sounding board; someone who they can trust and test their thinking with as they navigate the future.

Source: [1] Institute of Executive Development, 2008

Leadership Transitions

Accelerating the performance of board and executive team members who are new in post

   
  
 
  
    
  
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    When trying to develop themselves, one of the biggest challenges senior leaders face is finding the time to stop and reflect. Yes, creating the space to stop and reflect is hard. However, it is precisely this act that will help them develop. Through a jointly developed set of actions, coaching provides the framework to stop, reflect, and be challenged in positive manner. Peter Hawkins, President of APECS, sums up coaching as, “the opportunity to be positivity challenged by a compassionate other.”

When trying to develop themselves, one of the biggest challenges senior leaders face is finding the time to stop and reflect. Yes, creating the space to stop and reflect is hard. However, it is precisely this act that will help them develop. Through a jointly developed set of actions, coaching provides the framework to stop, reflect, and be challenged in positive manner. Peter Hawkins, President of APECS, sums up coaching as, “the opportunity to be positivity challenged by a compassionate other.”

Developing Leaders

Growing leadership capability that supports business growth

   
  
 
  
    
  
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    In 2015, New Zealand Institute of Economic Research and Chartered Accountants Australia and New Zealand predicted that, over the next 20 years, approximately 46 percent of jobs in New Zealand will be at risk of automation. [2]  The way we work and the nature of careers is changing at an exponential rate. The World Economic Forum terms this the Fourth Industrial Revolution. [3]  In the 2016 study Freelancing in America, 63 percent of those who currently freelance said they do so by choice. [4]  In the 1980’s, Charles Handy predicted the rise of the portfolio career; it may well be arriving. [5]  This poses unprecedented challenges to the way we think about work and careers over the next decade.  Sources:  [2]  NZIER and Chartered Accountants Australia and New Zealand   [3]  World Economic Forum   [4]  Freelancing in America: 2016   [5] Charles Handy,  The Age of Unreason , 1989

In 2015, New Zealand Institute of Economic Research and Chartered Accountants Australia and New Zealand predicted that, over the next 20 years, approximately 46 percent of jobs in New Zealand will be at risk of automation. [2]  The way we work and the nature of careers is changing at an exponential rate. The World Economic Forum terms this the Fourth Industrial Revolution. [3]  In the 2016 study Freelancing in America, 63 percent of those who currently freelance said they do so by choice. [4]  In the 1980’s, Charles Handy predicted the rise of the portfolio career; it may well be arriving. [5]  This poses unprecedented challenges to the way we think about work and careers over the next decade.

Sources:

[2] NZIER and Chartered Accountants Australia and New Zealand

[3] World Economic Forum

[4] Freelancing in America: 2016

[5] Charles Handy, The Age of Unreason, 1989

Future Careers

Helping individuals and organisations navigate the future

 

To get Chris' latest insights, follow him on LinkedIn & Twitter.

 

History

 Chris Johnson, Executive Coach, based in Auckland, New Zealand and serving clients globally.

Chris’s coaching began in sport, where he coached rowing in the UK for many years.  During the 1980s he was at the genesis of business coaching, learning from the founders such as Graham Alexander, Myles Downey, Tim Gallwey and others who were at the forefront of the field.  Prompted by Gallwey’s thinking around the ‘Inner Game’, Chris made the connection between sport and business; in particular, the performance equation developed by Gallwey:

Performance = Potential – Interference

Chris went on to develop coaching models for both individuals and organisations.  He focussed on supporting organisations to build their own in-house coaching capability and then apply this to support major change projects.  Later, as MD of one the UK's leading leadership consultancies, he went on to develop coaching to support mergers and acquisitions as well as major change.  He has contributed to numerous books and articles on coaching and careers.

As his career developed and expanded internationally, the lessons Chris learned back at the genesis of coaching have continued to drive his approach to enable his clients to successfully navigate the future.

 
 Chris Johnson, Executive Coach, based in Auckland, New Zealand and serving clients around the world.