Dezin Counsulting Private Limited

C-Suite Coaching

C-Suite Coaching

Our approach to coaching at the C-Suite level is to support and challenge a leader’s understanding of their role as a systems thinker rather than a functional thinker. At this level, we believe organisational coaching is about working with much more than a person’s potential.

Our C-Suite Leaders are the equivalent of our organisational Olympic athletes. Being at the top of their game in achievement and ability has enabled them to rise to the top of their organisational systems. Everything they do or say has an impact on every aspect of the system. The ripple effect of their decisions and behaviours is enormous. Yet how many Chairs or Board members truly believe they have Olympic athletes in their C-Suite, and treat them as such? Perhaps the more interesting question is who’s responsibility is it to ensure C-Suite Leaders get what they need to enhance performance and wellbeing in the organisation’s system, in which they operate. This starts with themselves The performance

many Chairs or Board members truly believe they have Olympic athletes in their C-Suite, and treat them as such? Perhaps the more interesting question is who’s responsibility is it to ensure C-Suite Leaders get what they need to enhance performance and wellbeing in the organisation’s system, in which they operate. This starts with themselves The performance of the C-Suite Leader is directly related to their own capability as well as the conditions in the system around them. We can all relate to an example of learning a new skill or increasing awareness of a behaviour we want to change, and no matter how strong our conviction, we can revert back due to the pull of established systemic ways of being or operating in the organisation.

Our C-Suite Leaders are the equivalent of our organisational Olympic athletes. Being at the top of their game in achievement and ability has enabled them to rise to the top of their organisational systems. Everything they do or say has an impact on every aspect of the system. The ripple effect of their decisions and behaviours is enormous. Yet how many Chairs or Board members truly believe they have Olympic athletes in their C-Suite, and treat them as such? Perhaps the more interesting question is who’s responsibility is it to ensure C-Suite Leaders get what they need to enhance performance and wellbeing in the organisation’s system, in which they operate. This starts with themselves The performance of the C-Suite Leader is directly related to their own capability as well as the conditions in the system around them. We can all relate to an example of learning a new skill or increasing awareness of a behaviour we want to change, and no matter how strong our conviction, we can revert back due to the pull of established systemic ways of being or operating in the organisation.

Being a C-Suite executive is a vulnerable position. From a systemic perspective, if the system is not working as it should it may evict you. The dichotomy here is that at this level your job is to make the system work. If you make change in one area all others are impacted. At this level you are the custodian of the system so it’s not about ‘I’ any more. It can also be a very lonely place; the coach is a safe thinking partner to walk with you and help you make sense of the complexity.

At Dezin, our proposition is not to advise but to enhance performance and wellbeing, and keep the C-Suite brain tuned. We offer a systemic thinking partnership approach to support you and the system you serve to stay whole and resourceful. Dezin coaches understand the complexities facing C-Suite executives. Clients are challenged to gain a deep appreciation of their leadership style and are supported to make the behavioural changes needed. Our strengths-based approach to executive coaching draws on multiple disciplines and is informed by the latest research in neuroscience and cognitive psychology. Our aim is to enhance the quality of the C-Suite’s insights and sense of empowerment to improve their performance and organisational effectiveness.