What does “helping leaders focus on the next generation” mean for the coach working in the organizational context? Is there a tipping point for change in the leader’s perspective regarding sustainable leadership? How is a coaching intervention different from that of an OD specialist or management consultant when it is designed for sustainable leadership? 

Coaching is a powerful intervention; however it is just one of many tools in the box an organization will bring in to help them with their growth and sustainability. Some might think coaching is the ‘end all and be all’ in solving leadership challenges. There is never one answer to all of them. What are the differences of each intervention? How might they all work together? Or not? These aren’t easy questions to answer.

As someone who is listed as a ‘leadership expert’ on Fast Company, I look at the key factors in leadership within organizations. Does a leadership culture permeate the organization or, if the person in the role of leadership leaves the organization, will it fall apart? What safeguards can be put in place to avoid that? How might we grow a leadership culture through all ranks of an organization so that doesn’t happen?

How do you define sustainable leadership? Have you had this discussion and if so, what were your findings? These are some of the key questions we will be discussing at our next ICCO symposium in Chicago. What are your perspectives on this? How can we define the coach’s role in organizational leadership? How can coaching work in combination with other change interventions to deliver the promise of sustainable leadership?
 

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