tailieunhanh - The art and practice of leadership coaching phần 8

Mọi người đều mong muốn làm điều đó. Sau khi tất cả, những người không nhận ra và tận hưởng những lợi ích của suy nghĩ sâu sắc hơn về bản thân liên quan đến sự nghiệp của riêng mình và kế hoạch tương lai? Tuy nhiên, nhiều | Strategy Coaching 197 become very important for companies to understand knowledge not only in academics but also as it exists in companies on the leading edge. If I work with five companies in technology and entertainment the sixth company gets the benefit of what I know from working with the other five. This is not a competitive issue the strategic insight may in fact be better coming from another industry. Consider the competition between Encyclopedia Britannica and Funk and Wagnall s. Both had the same business model and studied each other s moves closely. Neither saw the advent of the CD-ROM or the Internet as paradigm-shifting developments that would transform their industry. One of the strengths a strategy coach brings is world-class practices from other industries. Over time the coach collects more and more of that knowledge. Fourth it is very difficult for a CEO to have an open candid and free conversation about strategy. For one thing it s difficult for a subordinate to disagree with a CEO for fear that the CEO may keep it in mind. The CEO in turn will wonder if that person has an axe to grind. That s why CEOs like to develop a kitchen cabinet that includes people from outside the company to talk about strategy. If I disagree with the CEO that s the only reason I disagree. I have nothing personal to gain and no axe to grind and I am certainly not hesitant to contradict. As a result the CEO feels comfortable talking with me about those issues. A strategy coach must have the ability to ask the right questions as well as tremendous listening skills. The coach is trying to piece together many different points of view and bring them forward. She must have a broad base of knowledge to bring to bear on the challenges the organization is facing and a distinct point of view about strategy. The coach is thought of as a thought leader because of this point of view and the knowledge he or she has about best practices from inside and outside the organization s .