Future-Proofing Leadership: AI, Coaching Trends and Transforming Feedback Culture
Do you ever wonder how the exponential growth in coaching and the emergence of AI will shape the leadership landscape of 2024?
We take a deep dive into the future of leadership, discussing the thriving trend of coaching-specific certifications and the role of executive teams in leading by example. We explore the concept of nonverbal permission and its significance in organizational structures.
Even further, we unpack our EAT Feedback program, a revolutionary initiative that advocates for embracing, asking, and telling when handling feedback. Discover how this can revolutionize the feedback culture in your organization and why it needs to be a never-ending process. This organizational infrastructure can impact the overall success, retention, and talent development. It's all about modeling at the top and executing in all directions - downward, upward, and sideways.
Jump on this journey to future-proof your leadership style.
Preparing for 2024, AI is coming. Coaching is growing.
It's been estimated that certifications being sought specific to coaching are up over 50%. Coaching is here. Everybody, especially leaders: it's here.
When we prepare for 2024, we have to look at this at a number of different levels. First, we start with the organization.
Is the executive team coaching?
Here's something we talk about all the time. We give people nonverbal permission all the time. Think about how often we hear, "Upper-level management's not doing it, so why should I?"
Are they doing it? Not that that's a criterion that management below upper-level management should have a say, yet people do as we do. We need to model, and we need to lead by example.
When you think about an organizational infrastructure, think about upper-level management coaching, then think about that middle management, and also think about employees. Do you have coaching initiatives prepared for all three of those levels? From the executive team/upper-level management to middle management, to employees: Learning how to coach and receive coaching?
Right now, we have an initiative. We teach a program called EAT Feedback.
Embrace Ask Tell
This uses a lot of emotional intelligence, and we're having a lot of success with it. Someone asked when they stop this. I said never. You should be reviewing EAT Feedback over the next year in your meetings. And we're cascading it down.
The biggest proponent of this is the CEO, and everybody's really happy. It doesn't matter who's facilitating or teaching it, because it comes back to the organizational infrastructure. If executive management pushes it down, the management below that starts to decide, well, is it really that important?
Nobody will say this out loud to executives. This may ruffle feathers, but I see it a lot. I see middle managers do this: "If the CEO's not doing it, I'm not doing it." Executives, I promise you it's being thought, and I certainly promise you it's being said. Yet the challenge is that it's not being said in front of you.
When we think about retention and talent development, it doesn't start at the top. It's modeled at the top, and it's executed downward, upward, and sideways.
If you are looking for a way to strengthen your organization, ask about our Coaching Champion Certification program, where we take everyday employees and use everyday conversations to strengthen the organization's culture. Coaching Champions inspire and motivate others and professionally challenge those who struggle with positivity.
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