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Executive Education

Our Approach and Capabilities

Our Approach

The systems psychodynamics approach integrates theories from psychology, sociology, and organisational theory to explore the complex dynamics at play within these entities. It takes into account how group tasks, organisational structures, and cultures are influenced by and influence individuals’ experience and work.

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Who You Are:

Understand your identity & enhance your self-awareness

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Who You Are in a Role:

Gain visibility on how you show up as a professional

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The Organisational-Systemic Level:

Explore the dynamics at the organisational level

Exceptional Leadership Development Coaches

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INSEAD Executive Coaching is well known for the quality and diversity of our coaches. Our 150+ multi-cultural expert leadership development coaches, resident in 20+ countries and working worldwide, are all carefully selected for their expertise in individual coaching. In addition our pioneering group-coaching techniques - designed to empower executives to learn from and support each other - are proven to accelerate to learn from and support each other.

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40

Nationalities

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95%

Speak at least two languages

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57%

Are women

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14+

Average years of coaching experience

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100%

Have lived and worked abroad

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50%

Have experience at C-suite or board level

C-Suite Executive Coaching

A coach is a confidential resource with whom executives can discuss ideas, validate hunches, admit to weakness, face fears and ultimately improve as leaders
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It’s lonely at the top for executive leaders.

Whereas lower-level employees can turn to their direct supervisors for support and reassurance, to whom does a CEO or CFO turn?

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Managing work pressures from many angles.

Coaching affords to work through the pressures gracefully by helping executives assess what is in front of them then map out different ways to get to the desired destination

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Honing your craft as high performing executive.

Every leaders has a weakness. As long as that’s true, coaching can provide value to leaders who are committed to constant self-improvement

Creating a coaching culture in organisations

High performance organizations today have one thing in common: they have created an “emotionally intelligent” environment by developing a coaching culture


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Coaching Strategy
  • Grounded on the organisational mission, strategy
  • Linked to people development policy
Culture Change
  • Coaching as part of a wider culture of learning & development
  • Culture needs to develop the same speed as the strategy
Coaching Infrastructure
  • Governance & management involvement
  • Establishing a community of practice

Leader-as-Coach Workshop

High performance organizations today have one thing in common: they have created an “emotionally intelligent” environment by developing a coaching culture.

Leader as a coach workshop

Shadowing / Observation Exercise

The method of learning is through experience and reflection on one’s experience. Observation to what is going on internally in their lived experience and to be open to what is going on externally, and then to make sense of how the two are related in service of the coaching agenda. The essential skill set in observation - use of self and discerning how to use this to support the Coachee’s coaching journey. A key system within this tradition of learning is for the Coach to observe the person in role and through exploration of the role the observation extends to the organizational-systemic level.

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Observing the Person

  • Observation in a small group setting – 1:1 meetings with peers/direct reports/business partners, etc.
  • Participants may learn about internal personal dynamics, particularly their own proclivity to take up leadership in such a setting
  • Reflection of the experience to capture the learnings.
  • Practical feedback session on the Participant’s experience
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Observing the Person in Role

  • Observation in a small or large setting – meetings with Team, C-suite, Board, Peers, Direct Reports
  • Participants may learn how people perceive them in their role and how that influences their behaviour
  • Participants will develop an understanding the difference between formal and informal role that they may take up in a team / group setting
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Observing the Organizational-Systemic Level

  • This part of the exercise will provide a platform for the leader to explore the dynamics at the organization level
  • Identify what are the underlying challenges and issues that were not obvious before
  • Understanding if there is a need to change the Organizational context
  • Feedback can be at the organizational level

Team Coaching

When teams start to address their underlying dynamics and understand how to align and understand Team and Individual goals, how to develop psychological safety together and common focus, performance will increase.


 

1. Aspiration - define an inspirational and guiding vision of the future

2. Alignment - identify the key values and principles that underpin your aspiration

3. Awareness - self-reflect and collect input from others to define your development objective(s)

4. Assumptions - challenge blocking assumptions and articulate driving assumptions

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5. Actions - define concrete new behaviors to embed them in your daily work

6. Advancement - track progress and ensure follow-through to make change sustainable

7. Achievement - celebrate success and define a new development objective

Learn more about the INSEAD methodology to work with Teams

INSEAD leverages G.R.O.W, a holistic digital solution which helps teams to increase their performance by supporting and embedding ongoing team leadership development in the daily work at the individual and at the team level. 

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A Seven-Step Choreography for Thriving Teams

Changes at team level will never take hold unless individuals’ objectives and behaviours are synchronised with those of the group.