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Mohit is an MBA and certified Executive Coach with more than 19 years of international HR experience across a diverse range of industries including insurance & wealth with Manulife, consumer products with Carlsberg, banking with HSBC, global financial services with GE Capital, IT with Newgen Software and manufacturing with AB Electrolux Mohi...t specialises in partnering with Boards and Senior Executives to create and implement HR strategies tied directly to business outcomes. His focus areas include Leadership Effectiveness, Talent & Succession Management, High Potential Programme design and implementation, Organisation Culture Shaping, Change Management, Employee Experience and creating Talent & OD Centres of Excellence (CoEs).   Alongside business and coaching qualifications, Mohit earned his six sigma certification at GE and obtained Senior Professional in Human Resources (SPHR) certification from HRCI USA. He is also certified on a number of psychometrics including SHL OPQ, Hogan and MBTI and as a Change Management, Project Management, and Blanchard Master Trainer on Situational Leadership II trainer. More

5 steps that make Executive Coaching a performance tool (and not a luxury item)!

A recent conversation with a friend and senior HR leader brought me face to face with the (mis)perception of executive coaching. The upshot of the discussion was that Coaching doesn't fit in when the organisation is in the rough and tumble of business, trying to keep wheels turning. That coaching is like a reward, something that's done when the hard work is over and it’s time to kick back, relax and smell the roses!

This conversation took me back to a time not too long ago when I was part of a team tasked with diagnosing a business decline. To cut a long story short, the results of an otherwise healthy business unit had nose-dived and the debris told a story of CEOs inability to hold their team accountable and manage poor performance. This was surprising as much as it was disturbing. The appointment was part of an intricate succession plan and the person was known for their sharp intellect, business acumen and change skills.

The incident rang a number of alarm bells. Was our talent identification flawed? Are we looking at the right behaviours and in the right places for our leaders? What could we have done differently? More importantly, what can we do for this not to recur? The one that caught our eyes was a deep-seated belief that senior executive appointees were ready now and ‘fully developed’ for what they are stepping into. That they will learn on the job whatever 'soft' stuff the role threw at them. That 'development' was about preparing for future roles than enhancing performance in current ones.

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