Coaching designed for high performers preparing for new roles of increased responsibility in leadership. Coaching designed for individuals and leaders who desire to make a career change, promotion, move within a firm or deeply explore what they really love to do and how to make a career out of it. Interviews, a survey and a 360 degree feedback tool help determine the current culture of a team, group or organization.
360 degree feedback should be a cornerstone of any leadership development initiative as well as values alignment, authenticity, effective communication, setting strategic direction, motivating and focusing people, collaboration, accountability and building trust. Team effectiveness is used for new teams, new team leaders or teams that are not meeting performance outcomes. Creating a compelling strategic direction is critical to the long-term success of any organization. While most coaching engagements use elements of all the coaching types listed below, there are times where the goal is specific in nature and falls predominantly into one category.
Bamboo Experiences – high-impact experiential leadership development challenges that create meaningful, tangible outcomes for a charity, non-profit or community organisation. Bamboo Moments Coaching – executive coaching for individuals and groups that translates the learning moments from our leadership challenges into the workplace. These areas are observable and measurable such as communication, setting strategic direction, performance goal setting, performance feedback, time management, influencing etc.. Often the responsibilities of a current role cannot prepare someone for a future role and additional resources are needed to give the individual the skills, knowledge, behaviors and mindset necessary for success in the new role.
Significant mindset shifts occur through this type of coaching which focuses on the deepest level of barriers to personal performance.
This coaching is a 6 month engagement and involves a number of assessments and exercises that provide a variety of perspectives and lensa€™ to better understand desired vocations, strengths, needs and what is most valuable for the individual.
The team leader would engage the coach to help improve the performance of the team through observing the team as it interacts on a regular basis in meetings, off-sites, project work etc.
This is compared with the desired culture that best serves the team, group or organization in meeting their performance outcomes.
Our experience designing leadership development programs gives us access to many different approaches ensuring that we can create one that will work for your organization. Interviews with all team members, including the team leader provide the background information and challenges as seen by each member of the team. Building in flexibility so the strategy may adapt to changing market conditions is equally critical.

Risk management should address issues that could endanger achievement of critical objectives. This type of coaching is often used for individual contributors and in conjunction with Leadership Coaching. This coaching may have some skill and knowledge components to the degree that a leader is missing this, but more often, this coaching will focus on what is preventing the leader from doing what must be done and in many cases what they know they are supposed to do. This coaching ideally begins prior to a new role and continues through the first 6 months of the new role. The goal is to not only provide new skills and behaviors, it is to shift the individuals mindset about what is possible for them and help them fully leverage their capabilities in all aspects of their life. You will discover the roles and environments best suited for you based on the assessments, exercises and coaching conversations.
The coach would coach the team leader, interview the entire team for background data and then offer observations and suggestions as the coach observes the team in action. A one-day session identifies what needs to change in order to achieve the desired culture and how those changes will be implemented and measured. A one-day session is designed to bring out the issues in a safe manner so they may be discussed and new behaviors identified, agreed and implemented to build trust within the team. The coaching generally consists of one on one coaching, assessments (MBTI, LSI, TKI, Leadership Circle, Enneagram, Values Assessment, Competency Assessment, FIRO-B and Client Assessment), 360 interviews and preparation work for one on one sessions.
This type of engagement requires a long-term commitment of at least a year and may be accomplished one to one or through The Program in Sustainable Living For Leaders. This will be put into the context of long term goals so what you do today will directly apply to what you want to do in the future. This is different from team effectiveness in that it is real-time and occurs during and through the teams actual work.
This creates alignment between the individuals and their desired culture within a context of how the new culture impacts their individual, team and organizational performance objectives. We design and implement follow-up learning sessions and coaching to reinforce the program learning and support your leaders.
This allows authentic dialogue to flow within the team and leads to significant improvement in team effectiveness. The guiding light is the strategic direction, which is defined aspirationally by the organizational leadership. The coaching is driven by measurable outcomes agreed upon up front by all relevant parties.

We follow an ontological coaching process which has demonstrated sustainable change in our clients.
Identify the Risks: as a group, list the things that might inhibit your ability to meet your objectives. At each level the leaders and teams will define the specific actions and behaviors necessary, from their perspective, to move toward that guiding light. You can even look at the things that would actually enhance your ability to meet those objectives eg.
Each level of the organization is then free to use their unique knowledge and perspective to inform a vision that comes from those looking at the organization from a different context. This approach is based on the concept that the map is not the territory and what may seem the most direct route to a destination on a map often misses a lot of detail when on the ground. Leverage those on the ground to make the best decisions where they are as long as they are guided by the larger direction of the organization. Identify the Controls: identify all the things (Controls) that you have in place that are aimed at reducing the Likelihood of your risks from happening in the first place and, if they do happen, what you have in place to reduce their impact (Consequence) eg.
Establish your Likelihood and Consequence Descriptors, remembering that these depend upon the context of your analysis ie.
Because these are more generic in terminology though, you might find thatA your companyA  Risk Rating Descriptors are applicable.A 6. Add other Controls: generally speaking, any risk that is rated as High or Extreme should have additional controls applied to it in order to reduce it to an acceptable level.
What the appropriate additional controls might be, whether they can be afforded, what priority might be placed on them etc etc is something for the group to determine in consultation with the Head of the work unit who, ideally, should be a member of the group doing the analysis in the first place.A 7. Make a Decision: once the above process is complete, if there are still some risks that are rated as High or Extreme, a decision has to be made as to whether the activity will go ahead.
There will be occasions when the risks are higher than preferred but there may be nothing more that can be done to mitigate that risk ie.

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