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Entrepreneurship

Episode 64 #100MasterCoaches​​ with Maggie João [Video]

Welcome to the 64th Episode of the #100MasterCoaches​ Show. In this episode, Mel interviews Maggie João from Lisbon, Portugal. Maggie João has had a career of over 20 years, the first 10 years working in prestigious multinational companies namely Volvo Cars, Nestlé, and Price Waterhouse Coopers. The next 10 years of her successful career were in the Coaching arena, where the pragmatism she brings from Engineering is highly appreciated. Currently, Maggie is the only Medical Coach (PMC – Professional Medical Coach) certified and with a license (nr.55546) in Portugal and she is also an Executive Coach, a Master Certified Coach (ICF), and Senior Practitioner (EMCC). Maggie is also a Coaching Supervisor since 2012, helping coaches to grow and continuously improve as professionals, focusing on reaching excellence and the highest quality standards of the profession. She was the ICF Portugal President between 2015 and 2016 and a member of the ICF EMEA Regional Advisory Council in 2017. Maggie is a published author with 15 books about coaching written in Portuguese, English, and Spanish and she frequently collaborates with magazines on topics related to Coaching. She is also a lecturer of Relational Management, within the Post-graduation program of Engineering & Management developed by the Engineering National Charter and IST. The fact that she has lived and worked in 12 countries, grants her a vast cultural experience, which distinguishes her in the Coaching world.Thinking of becoming a Certified Coach like Maggie… Start your transformative coaching journey here at Catalyst Coach. www.catalystcoach.live.

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Entrepreneurship

Enriching Executive Development [Video]

In the arsenal of tools senior human resources (HR) professionals use to develop business leaders within their organizations, executive coaching is well-established among them. However, little if anything has been written about HR leaders’ relationships with external executive coaches. Little is understood about the leap of faith and commitment these professionals can make to each other thus ensuring that the client and the organization benefit fully from this investment in an executive’s development.While these factors are fundamental in effective coaching relationships generally, there are nuances of significance in how they play out in these essential partnerships. The primary relationship factor of trust and respect is best explained by HR professionals who have experienced such essential partnerships. Essential partnerships begin with a clear understanding of each other’s roles and responsibilities. Defining participants and timeframes are essential components of role clarity. Through their respective roles, these partners are committed to the progress of the identified executive and by extension to the continued success of the organization in which the executive is a key leader. While confidentiality should always be discussed and understood, constructive triangulation refers to the steady flow of collateral information shared between the HR professional, the executive coach, and the client. As experienced as the executive coach may be, he or she remains an outsider and is, therefore, never as close to the daily play-by-play reality of how a top leader is leading—and perceived within the organization—as is the HR partner.The value proposition of executive coaching as an executive development resource is diminished when it does not involve the reciprocal commitment characteristics of such partnerships. Workplaces require highly evolved leaders who are relentless, intuitive, and nimble enough to synthesize quickly the barrage of quantitative and qualitative data flying at them often from stakeholder groups spanning the planet. They need to grow quickly in places where they can clarify their thoughts with colleagues, vet their concerns, make sound strategic decisions, and then direct the execution that will ensure competitive and profitable distinction. This rapid development of mature and ready leaders will also need to occur in supportive places—like within a strong coaching relationship.