IECL’s strengths based approach to executive coaching draws on multiple disciplines and is informed by the latest research in neuroscience and cognitive psychology. Our aim is to enhance the quality of the coachee’s insights and sense of empowerment to improve their performance and organisational effectiveness.

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 coachee and the coachee’s manager. Three-way meetings ensure that objectives for the coaching engagements are set 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 trigger the counterpart’s interest, self-worth, energy, motivation and action. Counterparts learn to harness their strengths to manage whatever is interfering with 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 or the practice of mindfulness.

Explores the full landscape

We use a whole-of-person landscape model to structure the coaching conversation. Questions explore the counterpart’s internal self beliefs, their behaviours, their external environment and other factors that influence these. This maps the client’s full landscape which in turn, influences the coaching 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 clients to reflect on their own management style and its impacts 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.