Empower Your Leadership Journey: 10 Tips for Choosing the Right Coach

Leadership is an aspect of the rapidly changing business environment of today. Sometimes, even seasoned leaders may need some advice or help. A leadership coach can be your trump card as it empowers you to unlock your potential and navigate the complexities of your role. However, it could be daunting to find the best coach among many.

Below are the first 10 critical ideas that will enable you to pick a leadership coach who would be most suitable for inspiring your aspirations:

Here are 10 Valuable Tips to Help You Find a Coach

1. Spell out your hopes and needs

At least before you go out to look for a coach, get some time to think about which areas of your leadership would require some improvement. Are there any ways you wish to learn how to communicate better, build high-performing teams, or navigate organizational dynamics? This awareness will help you find the right coaches with relevant experiences and skills.

2. Consider the qualifications and testimonials

Certified trainers with experience say they are committed to their work and keep ethics in mind. When selecting a coach, it’s good to consider those with qualifications from the International Coach Federation (ICF) or the Center for Creative Leadership (CCL).

3. Focus on industry-specific expertise

Although coaching skills are of great help in different industries, there are advantages to leaders working with coaches who understand the peculiarities of their sector’s challenges and strengths. Some potential coaches may have dealt with company heads within your or a related field.

4. Chemistry is key

Leadership coaching requires collaboration. Find a personal coach with whom you have a good rapport. During your initial meeting with the coach, assess compatibility in terms of communication style and personality. Do you feel comfortable with them, and do you understand their guidance? Trust and open communication are essential ingredients for any successful coaching partnership.

5. Ask powerful questions

Fear not! It is the first consultation where you have got to grill your coach. Prepare thoughtful questions that delve deeply into their coaching philosophy, experiences dealing with clients facing similar challenges, goal-setting approach, and levels of accountability.

6. References and Testimonials

A good coach will not hesitate to give contacts of people he has coached before or testimonials from such individuals. These referrals help in revealing how effective the coaches are, their influence on leaders, and many other things.

7. The Importance of Coaching Methodology

Approaches to coaching can vary significantly, but this diversity does not imply that some are superior to others. Some coaches favor a direct approach, offering detailed instructions and tools, while others embrace the Socratic method, posing challenging philosophical questions to prompt self-discovery. When considering these approaches, it’s important to understand your trainer’s mindset and assess whether it aligns with your learning style.

8. Transparent Pricing and Packages

Great pricing depends on how much the coach knows, where he/she lives, and the kind of coaching package on offer. Request different coaching packages and be open about your financial capacity with sessions best suited to your program.

9. Why Not Try a Sample Session?

Some coaches provide free trials or sample coaching sessions. This is an excellent opportunity for me to decide whether I like the way my trainer operates or not in person, after all, I have my learning preferences.

10. Embrace the commitment

Meaningful business and management consultant services should be regarded as an investment in self-growth and development. If you want this course to have its greatest impact, it will require a lot of hard work and dedicated time. Participate actively in all sessions and complete assignments, while also ensuring there is ample reflection and application of acquired skills.

Final thoughts,

The decision as to who will lead and guide you is inevitable and it is a crucial one. Just follow these steps to ensure to look properly, and soon enough you will find a reliable partner who can empower you in fulfilling your leadership dreams hence taking your career path a notch higher.

How to Ensure a Successful Merger and Acquisition?

At a time when the market is rife with uncertainties and disruptions, companies worldwide are frantically searching for ways to survive these turbulent times. As companies are finding it harder to meet and exceed growth expectations, they seek an enabler to respond well to the growth challenges.

Mergers & Acquisitions (M&As) can prove to be that antidote.

The Role of Mergers & Acquisitions

While most companies rely on organic growth strategies, some companies need to incorporate strategies that ensure organic and inorganic growth. For such companies, M&A deals are crucial as they serve as strategic capabilities that provide them with a competitive advantage over their competition.

M&A strategy is an extension of the overall growth strategy that creates tremendous value for the companies. It helps them achieve faster growth through access to new markets, infrastructure, and sales and distribution channels. M&A deals, in addition to building resilience, are also an enabler of growth and long-term value for the companies.

Few events or actions by a company can replicate the value addition that merger and acquisition deals can bring to the table.

The Case for Mergers & Acquisitions

The business world has seen a record level of M&As in the recent past. Software, Automobile and Chemical industries have continued to deploy their long-used strategy of mergers and acquisitions to strengthen their portfolio, consolidate segments, and accelerate growth.

Between 2010 and 2012, companies like IBM, Apple, Volkswagen, Audi and Porsche used acquisition deals to bolster their growth trajectories:

  1. IBM went on a spree acquiring over 43 companies within a span of 3 years, thereby creating a ‘product distribution synergy’ and boosting their growth by over 40%.
  2. Apple acquired Siri and Beats Electronics to boost its service offerings. By acquiring the companies, Apple was able to deliver the service to its customers quicker. This acquisition boosted its profits, thereby creating a ‘revenue synergy.
  3. Volkswagen, Audi and Porsche merged into the same group to create a ‘cost synergy’ by sharing the resources and cutting down their operating costs.

Divestitures, like acquisitions and investments, are equally rewarding for many companies. One such case is that of TXY Pharma (name changed for confidentiality), a large Indian conglomerate that owns several businesses across different non-related sectors: pharmaceuticals, medical insurance, packaging, real estate, and FMCG.

However, his diversification had been preventing the company from achieving its profit targets. Our team was brought in for a comprehensive analysis of the business and help advise the company in:

  1. Discovering the money-losing businesses and new revenue-generating opportunities,
  2. Aligning its operations to its strategic goals,
  3. Developing strategies for its smaller businesses,
  4. Clarifying the role of its top management in achieving overall growth.

The team divided TXY Pharma’s goal into four different priority-based challenges and created specific frameworks for each of them.

The priority was to fix the money-losing businesses, so we recommended that the company divest its product lines to free up its blocked resources. Using the team’s detailed frameworks and business plans, the company was able to discover two new endeavors and redefine the corporate role for its top management.

As a result, over a 3-year time frame, the company saw a massive jump in its ROIC (Return on Capital Invested) from 16% to 28%. The company is currently focusing on adjacent business opportunities that we later identified for them.

Evidence from several researches suggests that companies with static portfolios tend to underperform. Hence, an active and programmatic M&A can help the company with portfolio transformation. With selective investments and divestitures, the companies can continually shift their portfolios toward better industries and assets.

The Catch-22

A merger deal is an opportunity for bold change. However, the window for action closes fast. As a result, a successful merger and acquisition deal is seemingly elusive, and most mergers and acquisitions fail. Corporate leaders often find themselves in the classic Catch-22 situation – M&As being key to building world-class companies, yet most mergers and acquisitions fail.

‘Deal fever’ is very common when several deal-related questions arise:

  1. What will be the direction for the resultant company?
  2. What shall be the costs of the integration?
  3. The profitability of the sales channels?
  4. Do the customer bases of both the business (in question) overlap?
  5. What growth potential can the deal enable for the resulting business?

Contrary to the common notion, realizing the value of a merger or acquisition deal is rarely straightforward – sometimes taking up to 3 years or more. This disparity arises from the overestimation of post-merger performance by the top management. With over 55% of the executives citing overestimated synergies as the root cause of deal disappointments, they are under immense pressure to find ways to ensure the deals conclude successfully.

The leaders must develop a thorough understanding of the deals and the complexity of the business environment. To ensure M&A success, they must find ways to leverage the unique strengths of the company to overcome the weak areas by identifying the key value drivers and properly allocating the capital.

Scope vs. Scale Deals

Many organizations view a merger and acquisition deal through the lens of scope vs. scale. This notion that scale deals are safer and scope deals are inherently riskier isn’t necessarily true always.

While scale deals enable an acquiring company to expand its business in the existing industry or market rapidly, scope deals enable it to enter a new market or a product line. Scale deals involve a high degree of business overlap; hence, companies with less M&A experience tend to focus on scale deals to consolidate their position in their current market. Companies with sufficient experience in M & A deals average a mix of 50-50 mix of scope and scale deals to improve their market share while also entering new markets, important capabilities and expanding their geographical reach.

The Formula

Though there is no magical formula for ensuring successful merger and acquisition deals, companies can make significant progress in ensuring successful deals by redefining their objectives and prioritizing the opportunities.

Companies will need to adopt swift decision-making process with regards to portfolio reviews, investments and divestments. Furthermore, they will need to generate a comprehensive list of targets and devise a plan to engage in frequent, smaller, lower-risk deals. Such deals will enable companies to scale up gradually.

By over-investing in due diligence, building specific teams, and syncing the acquiring and target companies’ workplace culture, a repeatable M & A model can be developed that supports frequent larger deals in the future.

The Conclusion

Companies can use M&A deals as an opportunity to maximize their capabilities to achieve full potential for the combined entity.

The case for melding two disparate organizations comes with a host of unique challenges that require prioritizing opportunities, conducting frequent reviews, running diagnostics, generating a list of targets, developing frameworks, managing workplace culture, creating a roadmap and much more.

M&A deals, though tough to undertake, are incredibly rewarding and enabling. They fuel the growth on which the corporations survive. The real question for the corporations is not whether to carry out M&As deal; it is how to do it well.