Leaders are alone

on BLOG, Career Coaching, Coaching, development 8 Mar, 2016

Leaders are alone

Week of flu = week of reading.

In February, I had the misfortune of having to spend a week at home for flu, which gave me the luxury, in the days after the climax, to devote hours and hours to reading. And a book that was waiting for me on the shelf for a few months was "Leaders are alone" by Fabrizia Ingenito, executive coach, popularizer, former president of the International Coach Federation Italy.

First premise: more than a book, which at first glance might seem a manual but is described as an anti-manual in the subtitle itself, it is a new concept of writing. Fabrizia in fact succeeded in reproducing on paper the presence of a corporate coach (creating a virtual coach), who accompanies the reader along a twelve-week coaching programme. And, to ensure a direct line with the readers who need a more real "confrontation" and want to provide feedback, she also provides an email address to which she responds personally.

During the presentation in Naples last fall, Fabrizia said that the first idea of this book came from a recurring sensation felt during many corporate coaching sessions: often, the leaders are and feel alone, abandoned to themselves, crushed by expectations of top management and their own responsibilities, often without having had the chance to develop in advance the soft skills and people management competences needed to effectively manage people, complexity, change, motivation, demotivation, own and others' stress... Still too often the coach is involved in companies that are already experiencing difficulties due to the mismatch between expectations and real communication and interpersonal skills of the leaders. When will the companies begin to engage the corporate coach before making promotions from technical to more "managerial" roles, anticipating, in this way, problems and conflicts?

Therefore, based on these facts and to ensure usefulness to the text, the challenge of providing a "real-virtual" corporate coach is won by narrowing the scope of action: the author has identified in the communication and interpersonal skills the areas where most the leaders experience problems and need training, support and development. This demarcation allows to establish a real dialogue with the reader – i.e. with the coachee - to propose solutions, numerous and useful approaches, methods and exercises, as well as many questions to be addressed over the course of three months, in order to make the coachee reach the goal he identified in the first chapter.

As usual, I end with some questions, this time not mine, but by Fabrizia Ingenito and drawn from the introduction of "Leaders are alone":

Do you live relational situations that are narrow and uncomfortable?

Do you perceive difficulties in communication?

Are there misunderstandings and conflicts?

Do you want to acquire new communication tools?

Would you like to live more serene and satisfying workdays?

Do you have the impression that you're not understood?

Then you definitely need a coach! And "Leaders are alone" is the right book for you.






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