Search results

The purpose of this paper is to present the views of Robbie Steinhouse, a CEO of a property and insurance business, on strategic decision making.

The paper comments on the best ways to make strategic decisions in business in times of difficulty. It also provides a series of questions which it suggests can help in the decision‐making process.

The paper finds that implementation of decisions is best done as slowly as possible. The great decision maker moves at the speed that is required by the situation, which may be very fast indeed, or can be quite slow.

The paper provides useful information on strategic decision making in the business environment.

This paper aims to describe a powerful coaching intervention for leadership development.

The paper is based on the writer's experience as an executive coach working in leadership development.

The Hero's Journey intervention is especially powerful for work at the level of identity, for clients who feel at a deep, personal level that a new (or existing) role is not “really them”.

The tool will make it easier to promote staff within an organisation. It will help people with potential, but who have “attitude problems”, to accept responsibility. As a formal process, it needs to be carried out by a professional coach or trainer, though the implications of it are of interest to anyone managing others through (or themselves undergoing) a process of personal change.

The process itself is not original to the author, but its use in business coaching is still uncommon. The point of the paper is to stress its ease of use, power and wide range of applications, and to make it more commonly used.

Describes how coaching helped the spare‐parts warehouse manager at General Motors Europe to perform more effectively against the background of a rapid rise in demand for GM cars in Russia and the tripling in size of the warehouse for which he is responsible.

Explains what gave rise to the coaching initiative, the form it took, and the results it achieved.

Details how, before the coaching, the warehouse manager had struggled to delegate and had felt the need to follow all items along the supply chain. The demands he had made on his team had created low morale and poor performance and his personal life had come under strain.

Reveals that the coaching has helped him to work closely with his superiors and direct reports to ensure there is a good understanding of what is required and by when. He is more aware of people's reactions and needs, how to delegate, how to get better performance from himself and his team and how to manage his time better.

Explains that the manager's personal life, which had also come under strain, improved after the coaching initiative.

Reveals how adopting a coaching culture can boost profitability.