Growth Coaching

Ten years ago the most common reason to hire a coach was to fix toxic behaviour of leaders at the top. Today, it is recognized that coaching yields better results when it is geared to developing the capabilities of high-potential performers or to facilitate transitions. Our coaching focuses on Growth, looking at the ‘whole human’, not just the professional side.

We believe that humans have an innate desire to grow and acquire new experiences. The process of doing so involves learning, unlearning as well as adapting to times of neutrality (when there seems to be no obvious growth). Our coaching enables you to set in motion the processes of growth and learning in yourself and use them to take you towards your chosen goals.

 

The fundamental tenets of our coaching approach are

  1. Focuses on the future
  2. Fosters individual performance in an organizational/business context
  3. Helps executives discover their own path

Why should organizations invest in Growth Coaching for their people?

For businesses, which are immersed today in environments of rapid and continuous change, enabling their people to unfold their internal processes of Growth and Learning makes compelling sense. Specifically, they stand to gain because:

  • The best talent wants to work for organizations where they can bring their whole selves and their multi-faceted aspirations around their growth. Their ask is beyond conventional growth in terms of career ladders. Hence it is worthwhile to give them the opportunity to set their own growth goals and directions, aided by coaching.
  • The rapid rate of obsolescence of existing knowledge and skills, requires people to continuously reinvent themselves – this process can also be unsettling as they need to see themselves in continuously new ways. Coaching eases this process and enables people to engage with this positively, instead of derailing the organization’s efforts towards change too.

  • Hi-Potential performers who face the ask to become ‘intra-preneurs’, driving innovation in a rapidly changing environment. The key to innovation is to develop fluidity of perspectives/ approaches/behaviours and coaching hi-potentials for this, involves expanding the ways in which they view themselves, their potentials and others.
  • Executives who are growing into People Leadership roles. While this growth has a lot to do with developing leadership capabilities such as setting direction and goals, managing conflicts, and engaging the team, one also needs to learn the art of self-coaching to sustain energy and engagement. This is done through helping these executives first learn practices for energy management and how to deal with Beginnings, Change, Emotion, Resilience, Vulnerability, Success and Endings.

Research around Coaching

Our coaching approach blends Neuroscience, Positive Psychology and Eastern traditions of Yoga. Our own backgrounds in Adult Learning and Development, Applied Behavioural Sciences, Talent Development and Change Management, ensure that as coaches we address individual performance in the organizational context, enabling individual and organizational success equally.

https://hbr.org/2009/01/what-can-coaches-do-for-you


KAVITA NEELAKANTAN

Kavita, an alumna of IIM Ahmedabad, brings over 16 years of experience in the domains of Experiential Learning, Adult Learning, Personal Growth & Change and Organization Development.

Kavita has completed her internship in Applied Behavioural Sciences from the Sumedhas Academy for Human Context http://sumedhas.org. She has worked with leading Indian and international companies including Johnson & Johnson India Ltd, Xseed Education, Goldman Sachs and Usha International Ltd. As a facilitator and coach, Kavita brings sharp insights along with a deeply supportive and empathetic style. She has worked with clients across domains, including IT, higher education, social entrepreneurship, development sector and healthcare.

Kavita’s forte is Transition coaching and facilitation. Her work around Transitions is influenced deeply by developmental and social psychologists (such as Robert Kegan, Jean Piaget,  Clare Graves, Suzanne Cook-Greuter etc) and looks at how individuals and collectives (such as organizations) go through stages of development, with associated behaviours, perspectives and challenges.
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