At IECL, we are driven by our purpose to improve the performance and wellbeing of individuals, teams and organisations through coaching. Our strengths-based approach to executive coaching draws on multiple disciplines, and is informed by the latest research in adult learning and development, neuroscience and cognitive psychology. Through our one-on-one coaching, the quality of our counterpart’s insights and sense of empowerment is enhanced, leading to more of their potential being expressed in their workplace.

Dedicated coaching team

We work with you to define what success looks like. For large programs your expert lead coach develops tailored coaching programs and you are supported by a client relationship team to oversee the logistics and reporting keeping you and your stakeholders regularly informed.   

Three-way collaboration

We understand that coaching engagements are a three-way collaboration between the coach, the coaching counterpart, and the manager or sponsor. Three-way meetings ensure that expectations are aligned and progress reported.

Flexible coaching delivery options

We adapt the way we deliver programs to suit your environment. We are experienced in coaching across cultures and borders, both face to face and virtually. The choice of technologies for coaching remotely can be determined by an organisation’s existing infrastructure.

Strengths-based approach

Our coaches model a strengths-based approach to successfully tap into the counterpart’s interest, self-worth, energy, motivation and action. Counterparts learn to harness their strengths to manage interferences to their full potential and productivity.

Drawing on multi-disciplines

In addition to drawing from the latest research in neuroscience and cognitive psychology, coaching at IECL is informed by:

 

  • Transformational learning: with its roots in humanistic psychology and collaborative learning practices.
  • Developmental learning: to enable us to reflect on stages and styles of learning.
  • Social science: critical thinking around the effects of culture, class, politics and gender.
  • Reflexivity: encompassing double loop learning and the practice of mindfulness.

Explores the full landscape

Drawing on systems theory, we use a whole-of-person landscape model to structure the coaching conversation. Questions explore the counterpart’s internal world, their behaviours, their external environment and other factors that influence these. Working with the whole person within the content in which they operate, enables change to achieve the desired outcomes.

Challenge and support for
real behavioural change

We take the standpoint that an individual’s development must move beyond the cognitive to emotional learning and real behavioural change. This means challenging and supporting counterparts to reflect on their own behaviour and thinking patterns and their impact, and step outside their comfort zone to engage with risk in the application of existing and new skills.

Success depends on balancing
trust and tension

Establishing and maintaining a successful coaching relationship is the key to generating change and learning to ultimately attain goals. A major determinant of success is the way IECL coaches balance trust and tension to generate high value results.

Contact us

Please contact us for more information on our approach to executive coaching,
as well as how we can help support your organisations needs.