Welcome to the third and final part in this mini-series on how HR, L&D and Talent colleagues can design and deliver your own in-house group coaching. In the first part we looked at how you can establish the business case with your internal stakeholders, for beginning to think about this as an intervention. We...
In the first part of this three-part series, we established why you might want to design and facilitate Group Coaching inside your organisation. The business-case is well established that this approach has both direct, planned for advantages e.g. driving delivery of key impacts and improving cognitive diversity, coupled with the several positive effects that...
In this first post of our three-part mini-series, we’ll look at the many good reasons why HR and L&D leaders should be considering setting up in-house Group Coaching for all people managers and those considered talent, not just under the current challenging circumstances but more generally too. In Part 2, we’ll outline when and...
Brilliant functional leaders who head up their own teams of high performers often share an observable trait: they stop leading when they come together in a group with their peers, e.g. at their regular senior leadership team meetings. We see it. Too often. From our data and experience of nearly 20 years, there are...
It seems to us that as we look around politics and business life, there is a real dearth of great leadership. But what do we mean when we say “great leadership”? In Exigence’s view, a ‘great’ leader should not be confused with either a famous (or infamous) leader. Leaders can achieve notoriety for all...
Heeding advice, even great advice and then adjusting behaviours, can be really challenging at the best of times. And these are not those times. Don’t eat refined sugars. Take exercise for a minimum of 20 minutes, three times a week. Eat more green vegetables. We’ve all heard this advice repeatedly over the years. Even...
When we don’t feel at our best, we are likely not performing at our best. But rather than address performance as the sickness, it’s merely the symptom. What underpins performance is the much broader realm of behaviour. How are you? Really. When was the last time someone asked you about your welfare in a...
