Leaders will struggle to improve their learning agility if they do so in isolation.
With a constant need to stay competitive, many companies value coaching as a way to help valued leaders develop learning agility in a rapidly changing business environment. That is because, in times of change, leaders need to be agile - more so than ever before. It has become apparent, with disruptive technology and an increasingly unpredictable economic environment, that the factors of previous success will not determine future success.
Adapting to new business strategies, working across cultures, dealing with temporary virtual teams, and taking on new assignments all demand that leaders are flexible and agile. But what does being “agile” mean?
Learning agility is a mindset and corresponding collection of practices that allow leaders to continually develop, grow and utilise new strategies that will equip them for the increasingly complex problems they face in their organisations.
A growing number of companies offer executive coaching to their top people. Companies are finding that coaching is essential for creating change and evolving people towards their highest productivity and potential. Executive coaching can be very useful in helping leaders bring what they learn in leadership development programs back to the workplace and actively apply those lessons to solve real work-related problems.
The objectivity that an executive coach brings to a developmental opportunity is helpful to managers seeking to make difficult changes in attitudes, work habits, perspectives and interpersonal relationships. There seems to be little question that coaching is a very powerful method of producing a change in leaders. Companies that have employed coaches agree overall, there are performance improvements, as well as improved well-being among participants of their leadership coaching programs.
