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These teams have a common purpose: a clear direction and mutual understanding of roles and values.
Executive and leadership coaching is a powerful tool in the overall plan to achieve organizational excellence. Innolect has developed proven coaching protocols and cutting edge techniques to help leaders identify the perfect coaching match. We view coaching as a developmental process that leads to individual growth and change, and even transformation.
Senior level leaders seek out confidential consultative partnerships with Innolect’s strategic coaches to build individual leadership capability and to gain clarity about organizational issues.
Innolect coaches have extensive experience in establishing coaching relationships with senior executives. Our coaches partner and develop clarity relationships with senior executives.
Innolect’s Leadership Coaches assist with any and all aspects of their leadership effectiveness.
Starting from a place of collaboration, Innolect coaches align with the organization’s business vision, objectives, leadership competencies and values to create meaningful goals and assure sustainable results. The breadth and depth of Innolect’s coaching community allows clients to make highly selective decisions about the best fit for their needs.
Hold certifications in various assessment tools such as Lominger, The Leadership Circle, Birkman Method, Denison 360, Listener Preference Profile, Life Styles Inventory, Myers-Briggs Type Indicator, Thomas-Kilmann Conflict Mode Instrument, etc. Some organizations are experienced with executive coaching and are simply seeking high-quality coaches. As leaders grow and achieve greater awareness and understanding about their aspirations, motivations, and abilities, they make better choices.  Working to build trust, we provide accurate perceptions of each leader’s strengths as well as areas for improvement. If coaching will be widespread, how do we establish a protocol for matching coaches with their leader partners?
A recent study by the American Management Association discusses many of these questions in depth. As strong as our individual coaches are, it is the collective coaching talent that sets Innolect apart.
Developmental Fit: Does the coach have a personal style, approach and developmental stage that matches the developmental needs of the coaching partner and the pressing business needs?
Cost Effectiveness:  Are there costs related to travel and geographic area that might need to be considered? Developed coaching protocols and systems.  Helped Fortune 100 company define selection strategies for coaching candidates, made recommendations for the evolution of the program, and considered how the initiative could evolve into a sustainable program the client could manage independently. Designed Coaching Initiatives for High Potentials.  Worked to assess, identify, and build capacity of selected high potentials by implementing coaching throughout a telecommunications start-up.
Offered transformational, developmental, performance and skills coaching:  Partnered with new CEO to identify and leverage strengths during health system reorganization.
Provided Virtual Coaching.  Supplemented face-to-face coaching sessions with virtual coaching to help an organization cut the overall cost and also to accommodate client travel. Available exclusively to professional service providers such as bankers, attorneys and accountants, the Vistage Trusted Advisor Program provides you with the business tools and resources to improve your decisions and get better results. Connect with up to 16 trusted advisor peers from a diverse range of businesses and backgrounds in your Trusted Advisors Program for challenging discussions, broader perspectives on the trusted advisor role and strategies to help drive results for clients, increase your value and visibility, enhance your executive leadership and grow your practice.
Gain firsthand knowledge from professional advisors who hail from a broad range of industries and disciplines, and widen your perspective on your own practice. Get feedback on your toughest decisions from fellow advisors who have met and overcome the same challenges.
For example, let’s say that a manager discovers a problem in a business process that is owned by another department but which has a negative impact on the performance and profitability of the company.
However, because the process resides in another department and that department head is known to be a tyrant and a bully, our manager hesitates, for fear of getting told to mind his own business, or worse.
The actions of those in leadership roles at the top of organisations (CEO and senior executives) have an even greater impact on the organization than those of middle management. Most CEO’s coming into a company inherit their management team from the previous regime and one of the first obligations of leadership is to evaluate, and where necessary upgrade team members, either through performance coaching or replacing them. Is this person looking at the job and the company through a balanced set of objectives, or are they just concerned with costs and profits? In my experience, the number one sin of poor leadership is not moving fast enough on getting the wrong people off the bus! In one company the new CEO tolerated a very weak Head of Sales and Business Development for over 2 years, as company revenue declined by nearly 40% during that time period.
Some men have thousands of reasons why they cannot do what they want to, when all they need is one reason why they can. Over the three decades I have been conducting senior executive strategy workshops and working with leadership teams on transformation, turnarounds and culture change, I have observed all types of behaviour.
In most meetings, individuals can behave as they please (within limits) and not get challenged openly. Some behaviours by senior executives are irritating, others are extremely corrosive and undermine the fabric of team cohesion, trust, alignment and respect. For example, I recently witnessed the following in a senior executive Quarterly Review Meeting. You didn’t talk with all my people about this so I’m having a hard time fully supporting it!
I can’t agree with your conclusion because I haven’t seen all the data and I’m not certain about your assumptions. It seems like this is moving too fast and we might wind up with some unanticipated problems that we can’t afford right now!
So, in this case, about 20 minutes was taken up by the presenter trying to listen (respectfully) and cater to this derailing and disruptive behaviour. Unfortunately, this type of behaviour is all too common, and when it tends to be commonplace, there usually are no clear behavioural ground rules, or the CEO is not aware of the damage being caused.
It has been said that a Scotchman has not seen the world until he has seen Edinburgh; and I think that I may say that an American has not seen the United States until he has seen Mardi-Gras in New Orleans.
So, besides this being an interesting assignment, it is also in an interesting part of the world, New Orleans. So, our formal coaching is finished (a couple of follow-up telephone discussions to be held every other week) and I am on to cold, snowy Michigan for a Quarterly Business Review session with another client.

Every man has his secret sorrows which the world knows not; and often times we call a man cold when he is only sad. The older I get, the more I can learn from my past mistakes (and there are so many to learn from)! Despite this sad synopsis of mine, it’s actually a very good film, a feel good film, and a film with a major life lesson.
Hidden Agendas are also one of the major barriers to effective teamwork, and this is especially damaging when it occurs among the senior executive team. More often than not, we effectively deal with one or more such hidden agendas in our senior team strategy alignment workshops, since effective strategy execution takes everyone being open and working fully together.
Watching these true stories of a fast disappearing generation of heroes reminded me of aconcept my father often talked about. As I consult with senior executive teams on alignment and strategy execution I often step back and watch how they interact and relate with one another. So let’s get closer to each other, support each other, argue with each other, be honest with each other in order to find the best solutions for our business and for the welfare of our customers and employees. Marilyn Monroe’s tragic ending may have been different with a stronger foundation underneath her great and growing talent. The literature on leadership is filled with attributes, some simple, some complex, many colorful and representing the way the leader (or the person describing the leader) sees the world.
Effective leaders seem to have a strong commitment to a goal (dream, vision, objective – whatever you call it) that is much bigger than themselves. And the job of leader requires that level of commitment and focus, because making a positive difference in the world (whether with products, services, innovations, policies) requires going up against a great deal of inertia and reluctance to change. The majority of those who have a leadership title or see themselves as leaders, tend to be highly self-centric.
Successful leaders perch their demands for continuous improvement on a foundation of gratitude and appreciation.
On top of these Five Foundations rest a multitude of attributes and characteristics that help build leadership capabilities.
Tagged Alan Mulally, continuous improvement, Ford, gratitude, Mark Twain, One Ford plan, Ralph Nader, Steve Jobs, Thomas D.
I base these two lists on my experience over the past 35 years of working closely with CEOs and leadership teams in a variety of industries; nuclear power, retail, defense manufacturing, telecoms, city councils and government bodies, among others. I put this as number one since I have seen it so many times and also seen the damage it can do, to a business and its people. As a result, this belief leads to a reluctance to really listen to ideas from others and a proclivity to do most of the talking, which often turns into pontificating.
The good Lord gave us two ears and one mouth and expects us to use them in that proportion. There is a common belief in business (and in relationships as well) that things will get better if we just wait a while.
One of the great myths of team effectiveness is that all one has to do to create a winning team is hire the best superstars and let them get on with it. Hiring a collection of superstars with great track records and polished CVs does not always create a winning team. Goal-setting is an imperfect science at best and everyone knows that we often set big goals out of optimism more than insight.
We call this a Breakdown, because in one way or another the executive accountable  is not delivering on the performance commitment and something is getting in the way.
Although you may face setbacks, change, crisis, and tough times, you are still accountable for meeting your goals. This may be a bold statement, but I am willing to bet that very few members of a senior executive team can fully articulate their current business model.  In other words, the map that describes the key interactions and factors affecting how your organization delivers value to customers and turns effort and costs into profit. Over the past 35 years of working with senior executive teams I have been appalled at how few fully understand their own business model.  They readily understand how their individual function works, but few understand the full business model. And why is this important?  Because one of the first places to look for insights into effective strategy development and execution is the existing business model.  By mapping out the process of the current business model, then stepping back and looking at it critically (seeing the forest instead of the trees) it often happens that insights pop out. For example, with one supplier of heavy truck components, after reviewing their current business model it became obvious to everyone that the organization was not spending enough time with their customers, treating them more like a transaction than an ongoing business partner.  The model also pointed out that plans for expanding into developing markets was hampered by lack of market intelligence.
Often we find that current business models have not kept up with either the changing global economy, shifts in technology, or customer evolution.  This insight is critical for the senior team to understand and debate. When I was in high school in the 1960s I played Junior Varsity basketball my freshman year.  It was 1962 to be exact, and my one and only basketball season.
Fast forward 15 years and I am the co-founder of an international consulting firm watching executive teams ponderously execute on their strategic plans, most based on previous year plans. It was during this time (early 1980s) that we began developing various consulting processes for rapid change and business transformation. If you decide to tackle the challenge of improved strategy execution, then I hope these thoughts and ideas will be of use. Vision Quest Consulting has more than 20 years of experience guiding and developing leadership skills among thousands of executives in Fortune 1000 companies. By definition, leadership is inspiring and motivating others towards a common vision and goals in order to attain a company’s short and long-term goals and strategies. As  business leaders actively engage coaching support, the selection process to determine external coach qualifications become critical to achieve a strong ROI.
Innolect offers video profiles of our coaches and a web-based selection tool.  Once a coach has been carefully selected, the Innolect approach to the coaching engagement is unique, powerful, and results related. We recommend the Maturity Assessment Profile (MAP) as a validated tool to identify a leader’s current developmental stage.
These engagements are driven by development goals derived from the results of profiling assessments. We focus on inquiry rather than advocacy using questions to gain insight and self-awareness before establishing development goals and desired business outcomes.
Other organizations may believe in the value of coaching, but do not have an experience base.
Using a strengths-based foundation, we partner to build on the skills and capabilities that have made each leader successful. The breadth and depth of our coaching community allows clients to make highly selective decisions about the best fit for their needs.

How well does the coach understand the culture, competitive environment, and structure of the company or industry? Co-developed integration coaching process for global pharmaceutical company going through acquisition and major change initiative. Collaborated with a licensing client to select and administer assessment instruments to identify leadership strengths and areas for improvement. Served as an objective voice to deliver feedback about strengths, blind spots, and areas for improvement to accelerate performance. Created individual development plans with concrete actions and ongoing coaching support for Vice Presidents of multinational insurance company.  Innolect’s IDPs ensure a business focus. Worked with top executive leadership team and their direct reports to implement an integrated change initiative. Created an online tool for individuals within a Fortune 100 company to review coaching bios and find the best fit for their specific coaching needs. Deployed multiple consulting resources to develop a key leader critical to the success of the business. Your Vistage private advisory board will serve as way of developing a trusted network of business relationships and give you access to over 50 years of practical, focused knowledge that can prepare you to better anticipate the needs of your clients and be ready with proven solutions. This trusted network will give you the tools and confidence to increase your value to clients and build a reputation that will grow your practice. That is one of the key challenges facing any leader and, in my 35 years of experience, few do it well, or fast enough.
One of their chiefs who had a reputation for lying was banished, along with his family and a few devoted followers, to a tract of land near the bayou in the east. As a result, good ideas don’t get easily surfaced and good people either tune out or leave. Goals should be tough and stretch, as that is the only way to keep ahead of the competition and deliver value. No one sets out to under-perform, so we must assume there is either a physical or mental barrier, or a combination of the two. Too often, leaders take the easy way out and decide that, since the team is “working hard”, the best course of action is to shift the objective or revise the goal. I am not suggesting that mapping out the current business model will lead to a radical change in how a company goes to market, but will certainly point out areas of weakness in the current operations that an improved strategy and more effective strategy execution can overcome. Through executive coaching, corporate training and team building, we help companies build effective leadership and drive organizational change.
We know from research conducted over the last several decades that there are predictable and understandable development stages that leaders go through personally and professionally. Using proprietary Innovative Intelligence approaches and tools, Innolect coaches work with executives to enhance organizational effectiveness and business results.  Our knowledge and understanding of both the demands and the opportunities of top leadership positions help inspire individuals to lead more effectively. In either case, Innolect consultants have the expertise and acumen to guide leaders through the process. Our clients benefit from our ability to identify coaching needs, design coaching game plans, create proprietary protocols, and draw from industry best practices. At the same time, we address potential career derailers and identify developmental capabilities required for future success. The criteria for selecting a coach can vary, but there are basic qualifications to consider when identifying potential coaches.
Handled issues such as influencing more effectively, building collaborative work processes, identifying and handling destructive conflict, coaching others, etc. The intensive offered speed, specific and targeted development goals, and a compressed time frame for change when more traditional coaching methods failed to deliver sustained change in leader behavior. Because the cohesive trust and respect that a good team needs to break new ground and create significant business improvements is deeply eroded by this type of mistrust. Both are moving and graphic accounts of the lives of those soldiers who fought and died protecting our freedoms in World War II. Like a tree that can successfully survive the harshest weather and ravages of time, successful leadership must be based on a solid foundation. A team full of highly paid superstars may be able to draw large crowds to games and demand higher fees to televise their games, but they don’t automatically win a majority of games. The fact is, all change is hard and all new initiatives face technical and business difficulties, as well as human resistance to change. A company must focus strategically on developing leadership that will meet its needs both now and in the future.
In various situations, we have partnered with clients with the goal of setting up an ongoing internal coaching system. Had he brought the issue up sooner they could have avoided a large customer defection which just happened. Rather than make direct statements, this agitated executive tried, unsuccessfully, to disguise his lack of trust in the plans and his overall displeasure with the process by asking “helpful”(=loaded) questions.
Not only does this hidden agenda impact the ability of X and Y to work effectively together, but also impacts the entire senior team, who now have to either take sides or tiptoe around both. And occasionally when the interactions are heated and emotions do erupt, there is a sense of embarrassment and then an awkward effort to bring things back to the rational and analytical ground they are comfortable with.
And they personalise it by telling personal stories that connect themselves with the message. There is a difference between being able to play the game expertly and being able to play the game expertly together.
It’s supposed to be hard, otherwise we would have done it already and it wouldn’t really be a Breakthrough, but just an incremental improvement.
Individuals in leadership roles must learn to optimize their strengths and enact strategies to address their shortcomings. Many of those men stayed friends for the rest of their lives, even though they were from widely different social and economic backgrounds and regions of the country. Either action, now or later, has consequences and results in lasting impact on the individual and the company.

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executive leadership development program

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