Coaching is a powerful and essential process used in modern business to develop the capabilities of high performers and / or those with high potential.
Working one to one in a confidential and safe development relationship allows leaders to be truly objective, to explore their fears and weaknesses, to appraise their achievements and to make important decisions that are driven by their personal and emotional needs rather than by what is expected of them.
Poisson Rouge have a long track record of success in supporting executive coaching programmes across a broad range of industry sectors.
We challenge, we sense check, we reflect back, we motivate, we support, we critique, we ask difficult questions and most of all we listen.
Learning & Development
- Career Planning
- Conflict Resolution
- Future Visioning
- Objective Feedback
- Personal Growth
- Problem Solving
"Please find attached Ann's feedback from the coaching. Glowing as always! Many thanks for investing the time with Ann. It has clearly worked. " Learning & Development Manager - Herbert Smith LLP
How it Works
For Poisson Rouge a coaching relationship begins with understanding the needs and requirements for coaching.
We will meet with and interrogate both the coaching sponsor and the coaching candidate to get a strong sense of what is required and why.
1. Selecting the Best Coach for You
At Poisson Rouge our coaching network is made up of a large number of independent Coaching Associates . All have relevant qualifications and all have strong track records of success in coaching. Many also have specific industry background experience and many are accredited to use and work with a broad array of psychometric, organisational behaviour and emotional intelligence instruments.
We start by proposing two or three coaches and invite each coach candidate to have a ‘chemistry call’ or ‘chemistry meeting’ with prospective coaches. Once this is done we invite the coach candidate to select which coach they would rather work with.
2. Framing the Programme
As coaching is such a personal process and each programme unique in its requirements – there is no set template for how long it should last or how frequently each session should occur.
Experience over the past 30 years however has informed us that it is sensible to begin planning with a minimum of six sessions over a period not greater than six months and not less than 3 months. Many programmes do however run for much longer – especially with senior executive candidates.
We also understand that the world can change around us and so we also propose a review with an opportunity to cease or change coaches after 4 sessions.
3. Return on Investment
How do you know when a coaching programme has run its course and / or what has the impact been. How can the success of a coaching programme be measured?
The answer is that we don’t and we cant ‘mark our own homework’ so the success of a coaching programme can only be measured by the feedback and actions of the coach candidate themselves.
They will set the goals for the programme and they will be responsible for measuring their success or otherwise against their own objectives.
Historically coaching was often the preserve of remedial action to fix ‘problems’ and or was regarded as a privilege to be enjoyed by an elite group for whom it conferred status.
Happily it has now moved into mainstream leadership development and our clients keep coming back for more simply because ‘Coaching Works!’
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