Experience and methods for today’s rapidly changing atmosphere to increase your leadership effectiveness and transform the organization’s leadership culture.
According to Rob, there are no “born leaders,” with very few exceptions. All of the great leaders have learned and earned their roles. Rob’s focus in leadership development is to identify and stretch the agility of the leaders he serves. In pursuit of this goal, Rob assists the leader by helping them focus on their characteristic behaviors. Identifying these character traits and behaviors aid the process by exposing inherent qualities which may further the growth of the individual and the company. At the same time, Rob helps the leader understand those adverse qualities which may be detrimental to the growth and furtherance of the company. Once Rob and his client have a handle on “personality,” new disciplines and training can be incorporated and taught to assist the leader in personal growth, evidenced in corporate growth. Unlike behavior coaches or life coaches, Rob’s objectives and expertise in coaching centers around business and leading business in practical, hands-on ways. Rob has the necessary assessment tools to help an individual who is willing to learn and grow to achieve results that impact their lives professionally. A natural by-product of professional growth is a balance with personal achievement.
Rob takes a Socratic approach to coaching. By asking questions to stimulate critical thinking, Rob can draw out ideas and underlying presuppositions to help identify potential areas of growth as well as those that might hinder growth.
Rob is a leader of leaders and works behind the scenes with C.E.O.’s, business owners, and their executive leadership teams to teach them best practices. By providing the tools to establish accountability, those whom Rob serves are better equipped to operate more efficiently and effectively, working within the realm of true-merit as opposed to familial entitlements. Rob provides expertise and the tools to help these leaders fill in the gaps that once hindered their growth. By identifying strategic intents, Rob equips leaders with succinct and bold strategic plans to help them achieve their business goals.
Perhaps the most valuable piece that Rob brings to his clients is flexibility and balance in their approach to mining business opportunities and planning for future success. By helping leaders become more nimble, while at the same time developing clear vision and focus, Rob can better equip these leaders to realize greater potential than they may have thought possible.
Leadership Development & Coaching
In speaking with clients, colleagues and friends on the topic of coaching there is a lot of the hesitancy to work with a coach, primarily because there is a lack of understanding of what coaching actually is. There is ambiguity around coaching’s purpose, its objectives and the results.
Good coaching provides actionable insight and opportunity for growth based on specific areas the client intends to improve; be it better decision-making, problem-solving, or conflict management and negotiation. Its purpose must be clear and the success criteria are set. But not by a coach, by the client.
Not every situation an executive faces requires a Coach, but having a Coach available for every situation is valuable. Coaches, Advisors/Mentors, Consultants are roles that get confused and poorly utilized. Here’s a way to look at defining the different roles that Rob Ferguson provides his clients.
Leaders need all three support roles at various times:
Coaches facilitate the development of personal or professional objectives. The coach doesn’t provide you with the answers to a challenge or even tell you what to do. Instead the coach acts as a facilitator to help you ask better questions, and explore your own answers. They serve as a guide while you create a plan, define outcomes, and experiments to move your thinking forward. Think “facilitator” and “action-oriented.”
Mentors or Advisors give those with less experience advice or assistance in a specific area. For example, when mentoring a new CEO someone that has served as a CEO may cover specific techniques in dealing with a Board of Directors or Strategy development. The Advisor can provide tools that and resources that are available to CEO’s and Boards. Mentors may even advise on the skills needed to move up to the next level in a client’s career. However, unlike a coach who helps a client discover their own answers, a mentor teaches, sharing their experiences and knowledge on industry related questions and challenges. Think “advisor” and “teacher.”
Consultants are brought in to answer specific questions or address specific challenges for an organization. They provide recommendations — based on their own experience, market trends, research, and many other inputs — and are often asked to be responsible for implementing those recommendations within the client’s organization. Again, a key distinction from coaches is that a consultant provides the answer — and maybe even own delivering of it — while a coach helps you facilitate your own answers. Think “problem solver” and “implementer.”