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Executive Coaching
I. About Coaching

Executives are usually well qualified in their profession, however they are less experienced in management. Therefore, to achieve both their own and their company’s long-term goals, complementary management training is needed.
The most up to date organization development methods of our days is the coaching originating from the Anglo-Saxon culture – however we could find similar processes in the past few thousand years, for example when Moses was thought the ins and outs of leadership by his father-in-law. In this approach the learning, development is personalized, advancing according to the personal themes and pace of the manager, and so this way not superficial and temporary, but long-term accomplishment can be achieved.

II. Suggested method:

Starting Phase

Before the collaboration we meet the client for personal discussion to get to know each other and to decide together whether we want to work together in the future. On this meeting we discuss the management values and direction of development of the organization and the client, and expected goals of coaching.

Coaching Sessions

According to our experiences the most effective coaching is of at least eight sessions with a discussion in the middle of the process about the achievements, deficiencies of the former sessions, and also to determine the further direction.

Closing and Evaluating Session

On the last session or a few weeks later it is expedient to review the goals formulated in the beginning and evaluate the realization of these.

III. Applied Methodology

The methodology to be applied is the amalgamation of three approaches, or rather the use of them in different situations according to what the coach finds necessary at that moment.

  • Grow model: a process of six steps, which are: 1. assigning the theme, 2. narrowing the theme in order to make an action plan possible in the end of the session, 3. determination of a specific goal, 4. mapping reality, 5. tracing the opportunities, 6. forming an action plan. The next session begins with evaluation of achievements and discussing the experiences and learnings.
  • Appreciative Inquiry is the process in the course of which we unfold the values of the client and of their organization and based on this we discover the possibilities of development.
  • Gestalt orientation: many managers have the problem of having too many things to handle mentally at one time and as a result not being able to be present for themselves, their co-workers and the current situation. In recognizing this it is great help from the coach to give feedback about her observations and the effect the manager’s style of speech and behavior had on her. Role playing can also be used in this process, which is especially illuminating in conflict management.

Questionnaires to use:

  • Authority-Responsibility-Power (ARP®) questionnaire is designed to evaluate authority and responsibility, important in management, and to determine specific aspects to be developed, and to help by discussing its results.
  • Profiler of Personality® (POP) questionnaire is used in order to identify one’s profile of personality. Knowing one’s profile reveals many aspects of positive and problematic characteristics of collaboration with others of different profiles.
  • 360° Feedback: Questionnaire used in analyzing specific scopes like communication and leadership skills, filled in by the client and others appointed by them. By the means of the questionnaire a general idea can be gained about how someone operates in everyday working situations from their own and others’ point of view.
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Photos: Ádám Schmideg | © Copyright Anima-Ráció Konzultánsok