Few gladly choose the path of people management. So they already have effective strategies for developing this part of themselves and these strategies are the reason they became experts.īut few go into business solely in order to go into business. And there’s no surprise here, as of course this craft is what lights their fire! It’s where they have chosen to put their heart and soul, and where they find meaning in work. The refining of their technical expertise, their craft, whatever made them create or join the business in the first place, has often happened intuitively, outside the coaching and instead through their daily practice, almost without them noticing. How to be a shaper and leader of strategy, for example, or how to manage relationships with colleagues, or how to take charge of their own future within the enterprise. Whilst their coaching has at times focussed on the development of their craft or expertise, most often the work has come under the heading of being an effective contributor to running the business. I’ve coached a number of people over the years who have both been expert practitioners in their field (entrepreneurs, artists, technical specialists…), and who have also been responsible for the running of their business (directors, partners or equivalents).
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