In our view, coaching is all about "surfacing the wisdom" in our clients, and to some extent this is a function of three things:
• recognizing and working with their naturally dominant thinking styles,
• accessing and raising awareness of their mental habits (automatic reactions and stories through which they interpret incoming information) which predispose them to certain behaviors, and
• working with them so that they design and practice new "brain maps" that result in more useful and innovative behavior leading to a positive impact and success
Naturally Dominant Thinking Styles
Each of us has one! Most successful Global Executives appear to have what Katherine Benziger(1) calls a "Frontal Right" thinking style (big picture, visual thinkers, problems solvers who make intuitive leaps and enjoy innovation) with a highly developed Frontal Left (systems overview thinkers who are good at logical steps and design of processes) and Basal Right (good at teamwork, sensing the spiritual and emotional dimensions). Each of these styles involves different approaches, so a coach working with them requires knowledge of how best they can approach organization, team leadership, working across cultures and other aspects of global organizational leadership. Knowing how to help them use the modes together and to nurture their dominant mode can make them very successful and also preserve their health. Using your non-dominant mode takes up 100 times the natural resources that using your dominant mode takes.
Identifying Mental Habits
By careful listening and bare observation when we speak with our clients, we can tell what kind of "stories" they commonly tell themselves. Most of us hold these interpretations of reality as "truths" but in fact they are only our internal representations of incoming information. Some extreme differences can result. For example, one person may see a combined-culture leader as a symbol of hope, representing different rich cultures bringing various new strengths to the table, while others may see the same person as threatening of their own known culture and values. As a result, one person experiences hope and optimism, the other fear. These emotions may translate into a judgement of either the external person or oneself, and this can lead to either an expansion of energy (as in optimism) leading to outgoing behavior or a contraction of energy resulting in isolating behavior and resentment or even rebellion.
The skilled coach knows that there is a choice and this is precisely what one of my clients said to me when I taught him a simple process of observing and intervening on his habitual thoughts:"Hannah, this is the first time I realized that I have a choice about what goes on in my brain! It's so liberating!" This is the seed of behavior change.
New Brain Maps
Whatever we practice, and we are all always practising something as we repeat our thinking patterns and behaviors, creates a pattern of neurons that fire together in our brains. The more these neurons fire together, the easier it is for them to keep doing it. So, when we learn to play a musical instrument or do a sport, our mental and physical practice builds and affects how good we become at it. Recent studies in neuroscience have shown us that, in order to keep this active, we must keep doing it, or something else that we are focussing on will take over the territory. (Interestingly this extends to losing sight or speech; the brain can use the neural "property space" for something else and this is always changing)
The same is true for developing new brain maps in our thinking. When I hear a client say "I can't do that." My response is always "You haven't done it YET!" and this is often enough for them to realize that yes, the story can change. When I ask them a question like "How can that be done differently?" they are not allowed to say "I have no idea," or "I don't know" (because this is practicing "not knowing" and "not bothering to think or listen to what they do know.") They are allowed to be silent, to say "I'll have to think about it, " or just ramble out loud until something interesting comes to mind. I often repeat "What else?" over and over until they have mined the gold in the deep recesses of their minds.
One of my clients, an extremely successful European automotive executive said of our coaching "Hannah made it possible for me to realize things that I didn't know I was thinking!" Now he knows he can do this for himself, and support others in doing it. At the beginning of our engagement he was a newly appointed Executive VP for all of Europe with a background as a plant manager; five months into our coaching relationship, he had been awarded a Global Leadership Award by his company! Not every client is as willing to grow as he was, but in my experience, knowing how to approach the growth process in this way makes it much more likely that they will do so in spite of the (possibly self-limiting) stories they have been telling themselves! I always remember the words of American poet Emily Dickenson about dwelling "in possibility." This is where innovation and scanning all approaches begins.
The latest research on the brain and aging, for example, shows us that, contrary to what was taught even to neuroscientists until the late 1990s, our brains are remarkably "plastic" and capable of learning new things all our lives. I'm fortunate (I think) that I come from a family of centenarians (well, some "die young" in their 90s...) and what stands out when I think of someone like my grandfather, Joseph Arlinda Durham (an innovative Quaker farmer who pass away at 105), is humor, good sense, and an interest in new things. His motto was "never hurry, never worry." He was too busy enjoying life and exploring new ideas and relationships. I remember my aunt telling me that when he received a marriage proposal in his early 100s, he replied not "I'm too old" but "Sorry, you are too young!" He valued his experience, his family, and his lifelong learning. But who knows? If he'd lived a little longer, he might have changed his mind.....
Hannah S Wilder, MA (Harvard),PhD (MIT), Master Certified Coach, Senior Global Executive Coach, Master Team Coach, Head of Faculty, Advantara Global
©Copyright April 3 2010 Hannah S Wilder. Permission to reprint enquires should be addressed to her by using the white Contact link on our website.
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(1) See Katherine Benziger Thriving in Mind, 2006
Saturday, 3 April 2010
Thursday, 7 May 2009
News from Advantara Global
At Advantara things have been happening so fast that it's been difficult to find the time to blog, but beginning now, we'll be making it a priority. We are grateful to our clients at Tower Automotive and other global corporations, and have enjoyed our work in Europe and India as well as those based in the UK travelling worldwide.
We have a brand new and beautiful website! Check it out at www.Advantara.com
You'll note that we describe our work as Leadership Learning and Coach Education. That's because we know how the brain works in the personal or organizational change process: ideas and concepts can be learned in a training (or in a book or online) and this kind of learning takes place in the neo-cortex of the brain which rapidly assimilates thoughts. However, sustained change and personal and professional development (changes in attitudes, emotions, behavioral habits) occurs in the limbic system; this part of the brain requires practice, repetition, and feedback, more like what is known as "Action Learning," in which you learn the idea, go out and practice, reflect on it, and come back to a coach to report and develop new approaches and fine tune what you've learned, building on it and integrating it.
We strongly believe that working with global executives requires highly developed people, not briefly trained coaches (two or three day coaching skills training, which only gives you the ideas and a little practice, soon forgotten in the press of everyday life) or even experienced executives without coach education. Our offerings develop the person, the professional, the leader so that they can lead well in a sustained, sustainable manner for a complex, rapidly changing world. They need "big picture" vision, proactive resilience(C) (see upcoming book on this), the ability to appreciate and integrate diversity of all types, and profound mindfulness in working with people (presence, emotional intelligence, the ability to take decisions and lead from wisdom). So, the Return on Investment is much higher (studies have repeatedly shown a fourfold increase in behavioral change when coaching is part of the approach). See below for my forthcoming book on related subjects! I've been a voice in the wilderness with regard to global and intercultural coaching with mindful awareness, combining this with ontological and evidence-based (research and practice) coaching. I'm now combing all I've learned over the decades into several books, one of which is on ProActive Resilience(C), very much needed in these times!
Several of our Global Executive Coaching graduates have been certified at the International Coach Federation (actually we have a 100% success rate for those mentored and educated by Hannah to date!): Beverley Robinson of Brussells, Belgium, and Margret Steixner of Uganda/Austria. Several more are in the application process.
Two of the coaches I've mentored, Doug Silsbee and Barbara Bouchet, have published new books, on Presence-Based Coaching (Doug) and Ignite the Leader in You: Inner work for Enlightened Power (Barbara)
More exciting news: I moved to the UK in 2006 and in October married a British citizen. I will be focussing on writing on Global Executive Coaching, Changing the Brain, and Proactive Resilience(c). Some of the material will be coming out in her blog and newsletters (The Global Executive and The Global Executive Coach), so watch these spaces! You can sign up for the newsletters at www.Advantara.com Look for the "Join our mailing list" forms.
We'll be back with more later. Look for us on LinkedIn and Ecademy as well.
And...have a pleasant Spring! We just welcomed it in at Padstow, Cornwall, one of the oldest traditions in May Day celebrations....Hannah and Andy have ties to Cornwall and a special place in their hearts for this celebration and community.
Walk in Beauty.....
We have a brand new and beautiful website! Check it out at www.Advantara.com
You'll note that we describe our work as Leadership Learning and Coach Education. That's because we know how the brain works in the personal or organizational change process: ideas and concepts can be learned in a training (or in a book or online) and this kind of learning takes place in the neo-cortex of the brain which rapidly assimilates thoughts. However, sustained change and personal and professional development (changes in attitudes, emotions, behavioral habits) occurs in the limbic system; this part of the brain requires practice, repetition, and feedback, more like what is known as "Action Learning," in which you learn the idea, go out and practice, reflect on it, and come back to a coach to report and develop new approaches and fine tune what you've learned, building on it and integrating it.
We strongly believe that working with global executives requires highly developed people, not briefly trained coaches (two or three day coaching skills training, which only gives you the ideas and a little practice, soon forgotten in the press of everyday life) or even experienced executives without coach education. Our offerings develop the person, the professional, the leader so that they can lead well in a sustained, sustainable manner for a complex, rapidly changing world. They need "big picture" vision, proactive resilience(C) (see upcoming book on this), the ability to appreciate and integrate diversity of all types, and profound mindfulness in working with people (presence, emotional intelligence, the ability to take decisions and lead from wisdom). So, the Return on Investment is much higher (studies have repeatedly shown a fourfold increase in behavioral change when coaching is part of the approach). See below for my forthcoming book on related subjects! I've been a voice in the wilderness with regard to global and intercultural coaching with mindful awareness, combining this with ontological and evidence-based (research and practice) coaching. I'm now combing all I've learned over the decades into several books, one of which is on ProActive Resilience(C), very much needed in these times!
Several of our Global Executive Coaching graduates have been certified at the International Coach Federation (actually we have a 100% success rate for those mentored and educated by Hannah to date!): Beverley Robinson of Brussells, Belgium, and Margret Steixner of Uganda/Austria. Several more are in the application process.
Two of the coaches I've mentored, Doug Silsbee and Barbara Bouchet, have published new books, on Presence-Based Coaching (Doug) and Ignite the Leader in You: Inner work for Enlightened Power (Barbara)
More exciting news: I moved to the UK in 2006 and in October married a British citizen. I will be focussing on writing on Global Executive Coaching, Changing the Brain, and Proactive Resilience(c). Some of the material will be coming out in her blog and newsletters (The Global Executive and The Global Executive Coach), so watch these spaces! You can sign up for the newsletters at www.Advantara.com Look for the "Join our mailing list" forms.
We'll be back with more later. Look for us on LinkedIn and Ecademy as well.
And...have a pleasant Spring! We just welcomed it in at Padstow, Cornwall, one of the oldest traditions in May Day celebrations....Hannah and Andy have ties to Cornwall and a special place in their hearts for this celebration and community.
Walk in Beauty.....
Friday, 18 January 2008
Advantara® Gets New Name, Graduates New Associates
Exciting things are happening at Advantara® these days! We're expanding rapidly to support the combined learning strategies of global organizations and their executives, and our new name, Advantara® Global Executive Learning and Coach Training Institute, reflects this. Soon we'll have important new announcements about additional offerings.
As we revamp our logo and website, we are also graduating new professionals from our Global Executive Coach Training Programs. At the end of December, Andreas Stoy of Germany and Inger Christoffersen of Florence, Italy, finished the program and have joined Maria Fernanda Corral of Ecuador, Sabine Amend of Germany and Colorado USA, C.H. Chen of Taiwan, Maureen Rabotin of Paris and West Palm Beach USA, and Irene Öhler (originally of Vienna) of Brasilia as graduates. Participants in this advanced global executive coach training have completed over 150 hours of training and ten hours of mentoring, and have had coaching practice in most of their class meetings, role playing typical situations encountered by global executive coaches. Part of their training is the Certification in High Impact Teaming. The next step for Advantara® Graduates is to go through the Certification process as a Certified Global Executive Coach. New program participants will go through the whole process from start to finish rather than doing it as a separate process. Currently Louise Evans (English and Welsh, living in Florence), Anne Stenbom (English living in Stockholm with her Swedish husband and sons), Maria Jicheva (originally from Bulgaria, now living in London), Caroline Berry (American living in London), Margret Steixner (Austrian living in Uganda) and Jeff Cone (American living in Boston area), and Beverley Robinson (English living in Brussels) are working toward Graduation. Advantara®'s coaches may be invited to join our global coaching and consulting team.
Maria Fernanda Corral and Irene Öhler are in the Developing Faculty Program. Advantara®'s Founding Director, Hannah S. Wilder, is currently working worldwide with clients, building up the network of highly trained coaches and associates, developing strategic partnerships, and writing three books on various aspects of global executive coaching, so she relies on well trained faculty members to provide variety with high level continuity in the program.
Currently Advantara® program participants are discovering just how complex and interesting ethics in coaching worldwide can be, and are also developing deep presence through an eight week module High Awareness Coaching (C), in which they develop personal practices that they can then share with global executives living a fast paced and complex existence. This will make it possible for them to be with their clients, matching energy levels while entraining to remain calm and clear headed under pressure, competing demands for attention, and sometimes - chaos! (Think of the environmental changes and economic uncertainty in flux these days).
Advantara® Global Executive Learning Center and Coach Training Institute's website is currently being redesigned by Rodrigo Lopes of Sao Paolo, Brazil, and we're excited about how things are going. In the coming weeks we'll be posting news and writing about being a global executive, coaching global executives, combining learning approaches, and training to be a global executive coach.
The short version of How Do I Become a Global Executive Coach? is: a vacation or period of residence abroad plus reading a few books is not enough, nor is a three day training for experienced coaches. At Advantara® Global we consider Global Executive Coaching a profession in itself, and our graduates and associates are skilled not only in distinguishing different executive learning approaches but in combining them in a conscious and effective way for each client. For example, did you know that executives who attend a training change by 22.4 percent (because this learning is quick, involves ideas and concepts which are learned in the neo-cortex of the brain - it's like getting the "map") while adding even a few months of coaching addresses a totally different part of the brain, the limbic, where attitudes, behaviors, and even emotions are changed -- with practice, repetition, and feedback. Adding coaching to training quadruples your learning 9raising the change level to almost 90%) and makes it stick, giving the effect of taking the map and walking through the territory with someone who doesn't guide you, but rather supports you in finding your way...so that you own your learning and your decisions, and will never lose them! In fact, you can use them again in new situations. Such coaching is also an effective way of learning to lead, for it can save time and ease succession management. More about that in future postings!
For more information about how Advantara® can support your corporation's learning, contact us at HSW@Advantara.com. We create internal coach training programs for corporations as well. You may not have to spend a lot on developing your own internal Corporate University. Advantara® can do it for you!
Copyright January 18, 2008 Hannah S. Wilder
As we revamp our logo and website, we are also graduating new professionals from our Global Executive Coach Training Programs. At the end of December, Andreas Stoy of Germany and Inger Christoffersen of Florence, Italy, finished the program and have joined Maria Fernanda Corral of Ecuador, Sabine Amend of Germany and Colorado USA, C.H. Chen of Taiwan, Maureen Rabotin of Paris and West Palm Beach USA, and Irene Öhler (originally of Vienna) of Brasilia as graduates. Participants in this advanced global executive coach training have completed over 150 hours of training and ten hours of mentoring, and have had coaching practice in most of their class meetings, role playing typical situations encountered by global executive coaches. Part of their training is the Certification in High Impact Teaming. The next step for Advantara® Graduates is to go through the Certification process as a Certified Global Executive Coach. New program participants will go through the whole process from start to finish rather than doing it as a separate process. Currently Louise Evans (English and Welsh, living in Florence), Anne Stenbom (English living in Stockholm with her Swedish husband and sons), Maria Jicheva (originally from Bulgaria, now living in London), Caroline Berry (American living in London), Margret Steixner (Austrian living in Uganda) and Jeff Cone (American living in Boston area), and Beverley Robinson (English living in Brussels) are working toward Graduation. Advantara®'s coaches may be invited to join our global coaching and consulting team.
Maria Fernanda Corral and Irene Öhler are in the Developing Faculty Program. Advantara®'s Founding Director, Hannah S. Wilder, is currently working worldwide with clients, building up the network of highly trained coaches and associates, developing strategic partnerships, and writing three books on various aspects of global executive coaching, so she relies on well trained faculty members to provide variety with high level continuity in the program.
Currently Advantara® program participants are discovering just how complex and interesting ethics in coaching worldwide can be, and are also developing deep presence through an eight week module High Awareness Coaching (C), in which they develop personal practices that they can then share with global executives living a fast paced and complex existence. This will make it possible for them to be with their clients, matching energy levels while entraining to remain calm and clear headed under pressure, competing demands for attention, and sometimes - chaos! (Think of the environmental changes and economic uncertainty in flux these days).
Advantara® Global Executive Learning Center and Coach Training Institute's website is currently being redesigned by Rodrigo Lopes of Sao Paolo, Brazil, and we're excited about how things are going. In the coming weeks we'll be posting news and writing about being a global executive, coaching global executives, combining learning approaches, and training to be a global executive coach.
The short version of How Do I Become a Global Executive Coach? is: a vacation or period of residence abroad plus reading a few books is not enough, nor is a three day training for experienced coaches. At Advantara® Global we consider Global Executive Coaching a profession in itself, and our graduates and associates are skilled not only in distinguishing different executive learning approaches but in combining them in a conscious and effective way for each client. For example, did you know that executives who attend a training change by 22.4 percent (because this learning is quick, involves ideas and concepts which are learned in the neo-cortex of the brain - it's like getting the "map") while adding even a few months of coaching addresses a totally different part of the brain, the limbic, where attitudes, behaviors, and even emotions are changed -- with practice, repetition, and feedback. Adding coaching to training quadruples your learning 9raising the change level to almost 90%) and makes it stick, giving the effect of taking the map and walking through the territory with someone who doesn't guide you, but rather supports you in finding your way...so that you own your learning and your decisions, and will never lose them! In fact, you can use them again in new situations. Such coaching is also an effective way of learning to lead, for it can save time and ease succession management. More about that in future postings!
For more information about how Advantara® can support your corporation's learning, contact us at HSW@Advantara.com. We create internal coach training programs for corporations as well. You may not have to spend a lot on developing your own internal Corporate University. Advantara® can do it for you!
Copyright January 18, 2008 Hannah S. Wilder
Friday, 21 December 2007
How to Support HR/Personnel Management Colleagues
This material was compiled by Master Certified Global Executive Coach Hannah S Wilder based on a number of published studies, ten years’ experience in this field, conversations with Advantara(R) faculty and programme participants, colleagues in the Global Executive Coaching Special Interest group which she leads, and especially with colleague Sue Stevenson of Lifted Fog Coaching.
HR/Personnel Management Organizations like SHRM – Society for Human Resources Management (US), CIPD –Chartered Institute of Personnel Development (UK) and organizations in other geographics regions are beginning to address two main areas of related interest: Improving the Development of Global Leaders and Raising their Own Credibility and Influence within their Organizations. These two areas are mutually influential as organizations globalize and require more complex blended learning. Business executives who wish to save their companies large sums of money and increase return on investment would do well to pay attention here.
At Advantara® Institute for Global Executive Coaching and Coach Training and in the Global Executive Coaching Special Interest Group we’ve been looking at this question:
How can Global Executive coaches best work with Human Resource and Personnel Management professionals to strengthen their position and support them in developing the best global leadership programs within their organizations?
The Background situation:
We have known for a number of years that companies/organizations need to make a number of significant improvements in global executive assignments:
1. better understanding of what makes effective global leader (list of qualities and skills) in all kinds of global assignments: long term, leading global teams, short term development or rotational assignments
2. better alignment of global executives and HR/PM personnel with specific business strategy of their own organizations
3. better leadership development for global executives that includes 1 and 2 in format of blended learning including coaching by global executive coaches specifically trained and experienced in this area
4. better selection criteria for long term assignments including family readiness
5. better preparation and follow through coaching for:
a. rapid “adjustment” to hit the ground running in being effective executives
b. specific issues in carrying out responsibilities (intercultural communication, negotiation, team leadership and development, etc)
c. expanding and maintaining leadership development
d. maintaining and expanding own network in HQ while “away” on long term assignments of 1-3 years
e. preparation at outset for transition to home base (repatriation) or next assignment on long term assignments of 1-3 years
Significant Costs for organizations include:
noteworthy financial losses in assignment management (by organization) and execution (by executives) :
1. mistakes due to cultural misunderstandings
2. long adjustment periods due to insufficient preparation and support
3. low engagement by executives whose career development and management is not considered or supported sufficiently
4. failed assignments due to above plus marital/family strains/risks
5. failed repatriation and inept/under utilization of globally experienced executives leading to
experienced executives being headhunted by competition or other companies
How can organizations improve their return on investment, reducing costs by improving executive preparation and reducing attrition?
Costs for executives and their familes:
1. Career derailment
2. excessive family and marital stress
3. lost time and leadership development
4. missed opportunities within home organizations (although some experience in some organizations is mandatory to have access to those opportunities)
In spite of widespread studies and analyses of these issues for at least the last 7 years, there is still little significant advance or improvement. Some companies have been cited as doing better than others; however, it’s quite uneven and by no means an unqualified success in those companies.
Obstacles include lack of partnership or “seat at the executive table” by HR/PM personnel and lack of documentation of costs of assignments to organizations and executives :
Assignments are made by non HR/PM executives without collaborating with HR/Personnel management people who often are not part of executive team and may not be taken seriously as business people (big mistake if they are well selected and trained)
No one really has a good documentation or analysis of costs, although it’s known that these are high ticket executives so that any losses involving them are costly.
Executive coaches with specific training in this field can assist by
1. Educating ourselves and HR/PM personnel about:
- patterns
- specific core and peripheral/secondary assignment costs
- skills and qualities of effective global leadership
- how to optimize executive learning (move away from “penny wise and pound foolish” over emphasis on training which has ¼ effectiveness of blended learning
2. making complex proposals for blended learning
coaching/support HR/PM personnel in their own professional development and OD work to create structural relationships that are more like strategic internal business partnerships
coaching executives to make better use of HR/PM people and to hire people experienced in global areas and develop them in these areas
What is critical is for organizations to learn to discern among coaches who have a little international experience and those who are highly trained and experienced. Advantara(R) Institute was founded specifically becuase of a lack of understanding among coaches of these issues and a lack of knowledge by corporations as to what education and experience creates effective global executive coaching.
This material was compiled by Master Certified Global Executive Coach Hannah S Wilder based on a number of published studies, ten years’ experience in this field, conversations with colleagues in the Global Executive Coaching Special Interest group which she leads, and especially with colleague Sue Stevenson of Lifted Fog Coaching.
© Copyright Hannah S. Wilder, CEO Advantara® Global Institute for Executive Coaching and Coach Training. Further information and permission to quote or comments: contact me at my website contact link www.Advantara.com
HR/Personnel Management Organizations like SHRM – Society for Human Resources Management (US), CIPD –Chartered Institute of Personnel Development (UK) and organizations in other geographics regions are beginning to address two main areas of related interest: Improving the Development of Global Leaders and Raising their Own Credibility and Influence within their Organizations. These two areas are mutually influential as organizations globalize and require more complex blended learning. Business executives who wish to save their companies large sums of money and increase return on investment would do well to pay attention here.
At Advantara® Institute for Global Executive Coaching and Coach Training and in the Global Executive Coaching Special Interest Group we’ve been looking at this question:
How can Global Executive coaches best work with Human Resource and Personnel Management professionals to strengthen their position and support them in developing the best global leadership programs within their organizations?
The Background situation:
We have known for a number of years that companies/organizations need to make a number of significant improvements in global executive assignments:
1. better understanding of what makes effective global leader (list of qualities and skills) in all kinds of global assignments: long term, leading global teams, short term development or rotational assignments
2. better alignment of global executives and HR/PM personnel with specific business strategy of their own organizations
3. better leadership development for global executives that includes 1 and 2 in format of blended learning including coaching by global executive coaches specifically trained and experienced in this area
4. better selection criteria for long term assignments including family readiness
5. better preparation and follow through coaching for:
a. rapid “adjustment” to hit the ground running in being effective executives
b. specific issues in carrying out responsibilities (intercultural communication, negotiation, team leadership and development, etc)
c. expanding and maintaining leadership development
d. maintaining and expanding own network in HQ while “away” on long term assignments of 1-3 years
e. preparation at outset for transition to home base (repatriation) or next assignment on long term assignments of 1-3 years
Significant Costs for organizations include:
noteworthy financial losses in assignment management (by organization) and execution (by executives) :
1. mistakes due to cultural misunderstandings
2. long adjustment periods due to insufficient preparation and support
3. low engagement by executives whose career development and management is not considered or supported sufficiently
4. failed assignments due to above plus marital/family strains/risks
5. failed repatriation and inept/under utilization of globally experienced executives leading to
experienced executives being headhunted by competition or other companies
How can organizations improve their return on investment, reducing costs by improving executive preparation and reducing attrition?
Costs for executives and their familes:
1. Career derailment
2. excessive family and marital stress
3. lost time and leadership development
4. missed opportunities within home organizations (although some experience in some organizations is mandatory to have access to those opportunities)
In spite of widespread studies and analyses of these issues for at least the last 7 years, there is still little significant advance or improvement. Some companies have been cited as doing better than others; however, it’s quite uneven and by no means an unqualified success in those companies.
Obstacles include lack of partnership or “seat at the executive table” by HR/PM personnel and lack of documentation of costs of assignments to organizations and executives :
Assignments are made by non HR/PM executives without collaborating with HR/Personnel management people who often are not part of executive team and may not be taken seriously as business people (big mistake if they are well selected and trained)
No one really has a good documentation or analysis of costs, although it’s known that these are high ticket executives so that any losses involving them are costly.
Executive coaches with specific training in this field can assist by
1. Educating ourselves and HR/PM personnel about:
- patterns
- specific core and peripheral/secondary assignment costs
- skills and qualities of effective global leadership
- how to optimize executive learning (move away from “penny wise and pound foolish” over emphasis on training which has ¼ effectiveness of blended learning
2. making complex proposals for blended learning
coaching/support HR/PM personnel in their own professional development and OD work to create structural relationships that are more like strategic internal business partnerships
coaching executives to make better use of HR/PM people and to hire people experienced in global areas and develop them in these areas
What is critical is for organizations to learn to discern among coaches who have a little international experience and those who are highly trained and experienced. Advantara(R) Institute was founded specifically becuase of a lack of understanding among coaches of these issues and a lack of knowledge by corporations as to what education and experience creates effective global executive coaching.
This material was compiled by Master Certified Global Executive Coach Hannah S Wilder based on a number of published studies, ten years’ experience in this field, conversations with colleagues in the Global Executive Coaching Special Interest group which she leads, and especially with colleague Sue Stevenson of Lifted Fog Coaching.
© Copyright Hannah S. Wilder, CEO Advantara® Global Institute for Executive Coaching and Coach Training. Further information and permission to quote or comments: contact me at my website contact link www.Advantara.com
Sunday, 16 December 2007
Welcome to Advantara Global(R)
We'd like to introduce ourselves. Our Founder, Hannah S. Wilder, thought and action leader in the field of global executive coaching, founded the field of Global Executive Coaching in the nineties after an extensive international business and leadership career. She saw that companies worldwide were losing money and executives (to the competition, usually) because they required knowledge and support in attracting, developing and retaining leaders who could expand their business worldwide in a fast-paced, culturally complex world.
Early on, before they hit the news and other companies started talking about them, Hannah was aware of and working on strategies to develope mindful and sustainable leadership for companies wanting to be good and contributing global citizens while doing well financially. And she knew that these two goals were inextricably linked. Her background combined studying and working in macro (worldwide) systems, organizations, teams, and individuals. She has been a fascinated observer of powerful leaders since her teens, and has known many of them personally. She's been a keynote speaker side by side with Marcus Buckingham (First, Break all the Rules and Now, Discover Your Strengths), Benazir Bhutto, Erin Brockovich, Rudi Giuliani, and others. After 9/11 Hannah was one of the first people to fly out of Dulles Airport to Milan to speak at an international women's leadership conference...because she knew how important it is to take a stand toward understanding other cultures and their leadership.
Having completed a number of successful coaching and training engagements, Hannah realized that there was a need for a top notch global executive coach training institute that combined knowledge, self-knowledge, practice in diverse scenarios and settings, and global learning teams. Advantara(R) Global has been developed to meet that need and to train Advantara(c) core coaches. Our students are experienced business people and trainers who understood that they needed something more to developed sustainable change in leaders and organizational leadership. Graduates and programme participants live in Singapore, Taiwan, Brazil, Ecuador, the United States, the United Kingdom, Sweden, Italy, France, Germany, Uganda and other areas of the world. They practice globally.
During the coming months and years we'll share stories, comments, suggestions, but most of all questions and publication information to support you in being the front runner as a global executive or global executive coach.
To enquire about programs (but please, do not put us on any email lists without our permission), email us and we'll get back to you with a direct email address. Please put the real subject of your enquiry in your header. We look forward to dialoguing with you and answering your questions here!
Early on, before they hit the news and other companies started talking about them, Hannah was aware of and working on strategies to develope mindful and sustainable leadership for companies wanting to be good and contributing global citizens while doing well financially. And she knew that these two goals were inextricably linked. Her background combined studying and working in macro (worldwide) systems, organizations, teams, and individuals. She has been a fascinated observer of powerful leaders since her teens, and has known many of them personally. She's been a keynote speaker side by side with Marcus Buckingham (First, Break all the Rules and Now, Discover Your Strengths), Benazir Bhutto, Erin Brockovich, Rudi Giuliani, and others. After 9/11 Hannah was one of the first people to fly out of Dulles Airport to Milan to speak at an international women's leadership conference...because she knew how important it is to take a stand toward understanding other cultures and their leadership.
Having completed a number of successful coaching and training engagements, Hannah realized that there was a need for a top notch global executive coach training institute that combined knowledge, self-knowledge, practice in diverse scenarios and settings, and global learning teams. Advantara(R) Global has been developed to meet that need and to train Advantara(c) core coaches. Our students are experienced business people and trainers who understood that they needed something more to developed sustainable change in leaders and organizational leadership. Graduates and programme participants live in Singapore, Taiwan, Brazil, Ecuador, the United States, the United Kingdom, Sweden, Italy, France, Germany, Uganda and other areas of the world. They practice globally.
During the coming months and years we'll share stories, comments, suggestions, but most of all questions and publication information to support you in being the front runner as a global executive or global executive coach.
To enquire about programs (but please, do not put us on any email lists without our permission), email us and we'll get back to you with a direct email address. Please put the real subject of your enquiry in your header. We look forward to dialoguing with you and answering your questions here!
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