A protected-room discussing highly sensitive topics.
CKC - Executive & Management Coaching
We recognize ourselves as an interesting option for board members, executives, and management representatives to work with them as an executive coach and sparring partner. We believe this can be of particular value if your field of responsibility includes (parts of) the digital / IT function in large and complex organizations.
Utilizing our Executive Coaching Service brings the Following Benefits to Our Clients
Executive coaching as help for self-help.
A cornerstone in your calendar for reflection and untangling of essential issues.
Exchange with a trusted advisor who is "outside the system."
Let's dive into our Executive & Management Coaching Service
The executive & management coaching in our definition
provides a protected-room
with a very experienced sparring partner
who is outside the system without any hidden incentivization
for board members, executives, and management representatives
who have responsibilities for the area of digital / IT
to discuss crucial and sensitive topics at eye-height
by reflecting on them and untangling complexities
for the benefit of being better prepared for current and upcoming corporate challenges
as well as for the benefit of personal growth.
We distinguish two basic settings for our executive & management coaching:
- 1:1 coaching setting
- Team coaching setting
We enter an executive coaching relationship after a sound selection process at client's and CKC's sides. Typically the coaching relationship is structured in three overall phases:
Phase 1- Build a Foundation
• Understand the client's situation
• Understand challenges & opportunities
• Get into core thinking and patterns
• Map out an initial coaching plan
Phase 2 - Active Coaching Sessions
• Perform coaching session(s)
• Reflect on the effects of the coaching (focus: organization)
• Reflect on the effects of the coaching (focus: coachee)
• Adopt the coaching plan & topics to the most benefit for the coachee and in alignment with the coach
Phase 3 - Close the Coaching
• Be open when coaching goals are reached
• Be open when "the spirit" in the relationship gets lost
• Celebrate the achieved changes & effects
• Stay in loose contact as convenient
We see two typical settings that are often appropriate and proactively used by clients with active coaching engagements.
Establish a coaching relationship as a follow-up to a project with CKC, such as
- Follow-up with one or more core team members after completing a digital / IT strategy development project
- Follow-up with one or more core team members after completing a digital / IT operating model project
- Follow-up with one or more executives after the results of an independent as-is evaluation for specific topics
- At a later stage, when a specific individual or an entire team enters a critical period, where coaching by CKC can be of benefit to them
Establish a coaching relationship standalone due to specific needs and expected positive effects, exemplary such as
- Ahead of essential leadership decisions in the area of digital / IT
- During times of intensive transformation in your company with a focus on digital / IT
- If you have the desire and need to dive into the world of digital / IT strategy & organization
- If you are in an intensive phase of "office politics" in your environment and want a sparring partner who is outside the system
In our daily practice, we encounter the following typical time spanes for executive coaching relationships:
|Executive Coaching Scenario
|As a follow-up to a digital / IT strategy development project
|6 to 18 months
|As a follow-up to a digital / IT strategy operating model project
|3 to 18 months
|As a follow-up to an independent as-is evaluation for specific topics
|1 to 12 months
|Generally - common cases
|6 months to 3 years
|Generally - rare cases
|1 month to 5 years
Q: How common is executive coaching?
CKC: In our area, we have seen an increasing demand for executive coaching for many years, and we estimate this demand will continue to grow. We see a couple of trends that support our opinion, among them:
- The market has started strong in North America, which still represents the leading position. Western Europe and other regions are following this trend. Twenty years ago, the market volume for executive coaching had been around 1 billion USD solely in the U.S. - nowadays, it is a multi-billion market alone in this country.
- Many companies are growing, and therefore complexity is increasing significantly. Combining this with a growing digitalization and reliance on IT in modern organizations fuels the demand for executive coaching, particularly for board members, executives, and management representatives with responsibilities for the area of digital / IT
- Employees become more demanding due to increasing professional levels, higher education, and labor shortage. This puts significant social and personal pressure on their leadership, which has to perform at their maximum potential to meet expectations
- It has been stressed multiple times - we live in a world of VUCA (volatility, uncertainty, complexity, ambiguity). Companies have to and will master these changed general conditions. Increased utilization of result-oriented executive coaching for key people in the organization is one of many elements to thrive in the future.
Q: What is the difference between consulting and coaching in your field of expertise?
CKC: Answering this question in more detail would fill quite some time. We try to formulate it in a simplified way:
- Consulting brings in strong analysis and specific, practice-approved problem solution competencies to provide primarily content-oriented recommendations for complex challenges in a particular business environment.
- Coaching focuses on empowering coachees to improve their problem solution, management, and leadership competencies in their specific business environment, to reach set business objectives, solve specific complex challenges and grow as a person.
- As CKC, we can offer you great value and differentiation from many of our competitors when consulting or coaching your board members, executives, and management representatives in the area of digital / IT
Q: I am not an executive nor a management representative, but I would be interested in engaging you as a coach. Would that make sense from your point of view?
CKC: This would be basically possible but requires a thorough and deliberate initiation process to start a coaching relationship or to better look for other options. A couple of key questions that we should answer:
- What do you - as a coachee - want to achieve?
- Does your current situation and goal match our executive coach's potential coaching plan and core competencies?
- Is there alignment between the coaching setting and the objectives among the coachee, the business sponsor, and CKC?
We are happy to elaborate on this specifically with you in further detail.