Coaching - What to Expect

In an ever-evolving world, one thing that is increasingly clear is that leadership demands more than just a one-size-fits-all approach. Verosa’s concept of 'Leadership in 3D' represents a dynamic leadership mindset crucial for today's leaders, managers and professionals operating across all sectors, to meet their leadership challenges head on. Understanding Leadership in 3D 'Leadership in 3D' is about adapting and adjusting our leadership style across three critical dimensions: the self, the other, and the situation. This triad forms the backbone of effective, dynamic and impactful leadership. 1. The Self : Leadership begins within. It's about understanding who you are – your values, experiences, personality, core purpose, motivations and crucially – the impact you have on other people. Self-aware leaders are authentic and genuine, inspiring trust and respect from their teams. At Verosa, we believe that all leadership begins with an understanding of self and that this work is never finished. Leaders who invest in developing self-awareness find they can navigate the complexities of their role far more easily and effectively than those who don’t take the opportunity. In the recent book ‘Optimal: How to Sustain Personal and Organizational Excellence Everyday’, Daniel Goleman (widely recognised as a seminal voice in the space of Emotional Intelligence - EI) and Cary Cherniss, restate the case for self-awareness (the foundation of EI) as a key driver for success for today’s organisations. 2. The Other : Leadership is relational. It requires an understanding of others' value sets, personality preferences, skills, strengths, and experiences. By acknowledging and valuing these differences, leaders can foster an environment of inclusivity and respect whilst adapt their own behaviours to better meet the needs of those they are interacting with. Most of us do this naturally. For example, I could have the same conversation with two different people in my team and my approach is likely to be subtly different in each case. This is because as a human being, from a very young age I have had an understanding of how to create connection. The adaptation is subtle and is very often subconscious and it is a manifestation of my recognition of and respect for the other person. 3. The Situation : Every leadership challenge is unique. The context, background, and desired outcomes of a situation must shape our approach. Adaptable leaders assess and respond to the nuances of each situation, ensuring their leadership style meets the specific needs of the moment. The considerations here are many. What is at stake? What level of urgency is here? What risks are involved? What is the bigger picture? What might be some of the unseen or unintended consequences? Where are the gaps in knowledge? Leaders must hone their situational acumen. This dimension calls for us to be skilled in assessing the landscape, as well as a deep preparedness and openness to seeing a different perspective and changing tack. This flexibility allows for more effective decision-making and problem-solving. When we consider leadership in this way, our focus becomes less attached, more nimble and dynamic and usually leads to better outcomes all round. Using Leadership in 3D Let’s take a practical example. As a leader, I have to discuss a change of contract with a supplier. I know the supplier partner well – they are highly focussed on accuracy, fairness, process and logic. My own preference is more relational, less formal and global in scope. Taking these to variables alone – Self and Other, I can already understand that I might need to adapt my framing of the conversation and change the way in which I prepare for the meeting, using data to make the case for change and backing that up with a detailed plan to solve the challenge. Then I layer on the third variable – Situation. This situation is complex. We have a strategic relationship with this supplier and is it imperative that this remains in place. However, the current contractual arrangement is prohibiting our ability to meet the needs of our customers in line with our stated mission and purpose. We are an organisation that is committed to being responsive and our suppliers relationships must be built on this commitment. This conversation actually has quite high stakes and visibility to the senior team. On paper in this case, I hold the cards. I could take a ‘tell’ approach and insist things are done in a new way. That may well come at the cost of the relationship longer term however, and damage the positive and constructive partnership we have come to rely upon. I could ask someone else to take on this meeting, but the situation variable tells me that there is too much strategic importance here. I could take a highly democratic approach, inviting a great deal input from my counterpart, but this might come at the expense of achieving the necessary contractual outcome. Given consideration of all the variables, I take the following approach: I know that details and figures are not a preference for me. I enlist a team member to support me by gathering the data that illustrates the current situation and the desired situation. I think about the questions that my counterpart is likely to have in response to the proposed changes and I prepare answers to these in advance of the meeting. I share our strategic vision – setting out the ‘why’ for the change and highlighting the importance of the partnership in service of the vision I invite my counterpart to make other suggestions for reaching the same outcome and give these genuine and due consideration, adopting any that might support the desired outcome. Conclusion 'Leadership in 3D' is not just a concept; it's a practice, a way of leading that acknowledges and respects the complexity of human interaction in a professional setting. By understanding and adapting to the self, the other, and the situation, and by embodying the five leadership mindsets, leaders can navigate the diverse landscapes of modern business with agility and grace. At Verosa, we believe in empowering leaders with these dynamic tools, preparing them to lead effectively. The 3D approach fosters a deeper connection with team members, a greater understanding of diverse perspectives, and a keen ability to navigate the intricacies of various business scenarios.