20 Outcomes of Leadership Coaching

Leadership Coaching can guide the leaders of an organization but can also benefit a team of employees to help them realize their abilities and work together more effectively.

You’ve decided to invest in Leadership Coaching, either for yourself or your team, but you’re not sure exactly what the end results will be. Monique DeMonaco has created 20 outcomes that will be assessed after her training program has been completed.


1. Demonstrating Self-Awareness

It is the ability to clearly assess your own capabilities that sets you up to grow, develop, and take on new challenges.  It is done with a combination of experience, feedback, and reflection to gain productive insight into personal strengths, weaknesses, what you are good at, not good at, what you overuse, and overdo.  Socrates said it best when he said, “Know Thyself.”  The Johari Window Exercise is an example of an exercise and experience that is woven into this training.


2. Effective Communication

High quality communication is an essential key to success. It leads to mutual understanding and achievement. Poor communication wastes time and money and can result in devastating consequences.  People at all levels share ideas, learn from each other, and keep each other informed about problems, opportunities, progress, and solutions.  Effective communication provides a clear message that is intended to be understood and well received.


3. Perspective

It’s a particular attitude or way of regarding something; point of view. When you learn to shift perspective, you can see opportunities instead of problems, create workarounds for obstacles, and see every situation as a potential to learn.  Without perspective, you can easily develop tunnel vision or a “fixed mindset” that hinders you from working well with others, effectively solving problems or developing contingency plans.


4. Constructive Debate

It is essential to having effective cohesive teams, growth, and innovation. Establish conditions that encourage the free exchange, discussion, and development of ideas.  Eliminate conditions that prevent potentially useful ideas from being heard or allowing mediocre ones to be implemented.


5. Balancing Stakeholders

Stakeholders have a legitimate claim or “stake.”  Stakeholders affect or are affected by the actions of an individual or an organization.  They can be internal or external.  Examples include:  vendors/suppliers, customers, decision makers, community members, and even different individuals or departments within an organization.


6. Developing Networks

Developing networks means bringing businesses and other stakeholders together for mutual benefit. This is a distinctive shift away from the traditional perspective of seeing counterparts as “separate from us,” challengers or competition. Developing networks outside of Antero Midstream with stakeholders such as:  other professional organizations, vendors, customers, third parties related to mid-stream, and the community at large help build positive relationships and alliances, connection within the community, and a sense of pride to work for Antero Midstream. In short, developing networks is a “win win” for everyone.


7. Delegation of Work & Responsibilities

Providing direction, delegation of tasks and workload, and removing obstacles to get things done is essential. In everyone’s career, there is a major turning point that occurs when they can no longer “do it all themselves” and now have to get work completed through others.  Micromanaging, enabling, and trust issues must be resolved.


8. Accountability

Taking responsibility.  Owning up to commitments.  Being answerable for your actions of those you lead. Understanding that being accountable makes you more visible and more open to criticism, but also makes you more empowered and sets you up for success.


9. Being Action-Oriented

In our fast-paced world, opportunities can come and go quickly and challenges can emerge with little or no notice. It’s important to have new, innovative ideas to keep ahead in any industry and be able to manage challenges in a timely fashion.  In order to be successful, you must be willing and able to take action.


10. Managing Ambiguity

Ambiguity is part of life.  We are constantly facing situations that are ambiguous and uncertain so we must be able to make decisions and take action when we “don’t have all the information.”  Some studies estimate that 90% of what managers deal with is at least somewhat ambiguous.


11. Collaboration

Collaboration is now a necessity for organizational success. Building partnerships and working collaboratively, to overcome challenges and capitalize on opportunities, requires working together and bringing people together to leverage diverse skills, talents, and knowledge to achieve a common goal.


12. Managing Complexity

Success depends on figuring out the best solution to sometimes difficult and high-stakes challenges and requires factoring in many moving parts. You need to be able to clearly define the problem, gather data from diverse and appropriate sources, sort through it, and then distill it down to simpler and more understandable pieces and be able to take others with you. Most professionals are smart enough to do it, but they sometimes don’t go about it in the right way.


13. Conflict Management

Conflict is a natural occurrence and often gets a bad reputation.  Organizations are made up of individuals with their own opinions, experiences, competing interests and ideas.  Handled poorly, conflict can entrench and divide.  Handled well, it can create fertile ground for opportunity, progress, innovation, and growth.


14. Being Courageous

In order to be a leader, you must be courageous. There is a certain level of “being comfortable with discomfort,” and those who are courageous overcome challenges and invite new opportunities not just for themselves, but for their organizations.


15. Decision Quality

Good decisions are rooted in analysis, wisdom, experience, and judgment.  Recognizing when you or others are overconfident in their abilities to make the decision or in their ability to forecast outcomes is essential.  Not forging ahead to make decisions or letting “no decision be your decision” undermines individuals and their organizations.


16. Developing Talent

Success depends on developing a pool of talented people ready and willing to take on new challenges and opportunities when they are available. It needs to be an ongoing process that identifies talent, provides a process to help them develop and grow, and provides opportunities when they are ready.


17. Value Differences

More of the same….breeds more of the same.  When you recognize and value differences, individuals and organizations grow.  Savvy individuals and organizations recognize that success is increasingly dependent on those who can interacting effectively and respectfully with different types of people.


18. Cultivates Innovation

Enlisting contributors and leaders, at all levels, is essential to innovation and requires an openness to new and better ways. Being open to diversity, experiences, and collaboration and inviting in alternative viewpoints can bring about big ideas for individuals and organizations.


19. Organizational Savvy

Organizations are complex and made up of formal structures, policies, inventory, equipment, intellectual property, and institutional knowledge.  While they may be logically planned and organized, people are at the core and the best laid plans can go astray. Politics, emotions, conflict, confusion, and uncertainty can and do wreak havoc.  When you have Organizational Savvy, you know how to navigate to success because you can distinguish between things such as intention and reality, recognize who has power and influence, they know how to “message” in a way that creates influential buy-in, they recognize who has respect and know how to give it.  They simply know how to accomplish goals within their organizations.


20. Being Resilient

When team members lack resiliency, when they fail, they tend to see themselves as a failure and this damages their sense of self and creates an aversion to risk.  Risk is necessary for success not only for individuals but for organizations.  Someone who has high resiliency, sees failure for what it is, an isolated incident where they happened to fail and can move forward knowing more and maintaining their sense of self and not become risk aversive.


All of Coach Monique’s Leadership & Executive Coaching programs are based in Emotional Intelligence (EQ), Brain-Science, The Science of Well-Being, and the Psychology Of Happiness. She’ll give you proven trademarked tools, techniques, and solutions to actually do it.

Utilizing an Emotional Intelligence Profile, Conceptual Model For Change, GE Executive Assessment, and her A→B→CC Conceptual Model™ as part of her strategically-proven coaching tools, Monique’s clients drive innovation for their teams, increase productivity and profitability. She coaches clients to discover their untapped leadership potential to become high-performing business leaders and executives.

With proven ROI, Coach Monique can take your career to the next level and help your business team. Contact Monique at 412-400-2085, monique@coachmonique.com or coachmonique.com. Virtual appointments are available and you can schedule a free 30-minute discovery call to see how you and your team can benefit from her unique coaching services.