With Q&As we demonstrate the range of issues we can help to address, and bring them to life.
And talk about why our work is important…

General – Organisation

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Q What do you do that we can’t tackle as leaders, managers, HR, or internal coaches?

• Business leaders are time short and HR is typically spread very thinly – so it’s hard to provide quality support despite best intentions.
• We offer a powerful combination of coaching expertise plus first-hand experience of designing talent management processes (many clients don’t know how talent management processes work and how to get on an organisation’s radar).
• We have in-depth, objective knowledge of the challenges facing women and we know how to tackle them.

Q Budgets are tight, including spend on personal development. Is coaching good value compared with leadership courses etc?

• Coaching doesn’t need to be a lengthy or time-consuming process; shorter, targeted sessions are effective, it doesn’t have to be a long commitment.
• Leadership courses are great but generally there’s less time to focus on individual needs – and they tend to be more focused on methodology and theory.
• We are passionate about supporting that large group of women at mid-level who are competent, deliver and perform but who are often overlooked and may not have access to executive coaching/mentoring. We want to make it affordable.

Q What happens after the coaching? How can you be sure that all that good work is sustained and that there is ongoing support?

• This is important to us as well, and in many cases, we agree a follow-up session later in the year.
• We also encourage clients to identify someone in their own organisation who will act as a supporter and help them to stay on track.
• We are also happy to stay in touch, meet for coffee and provide adhoc support via email and short phone calls during and after the assignment. We want our clients to succeed and enjoy seeing them thrive.

Q What is the business case for working with Avian Coaching?

• There are a lot of very able, competent women who want to contribute more to their organisation but just don’t know how.
Research shows that if women are engaged in an organisation at a more senior level, they positively impact the bottom line.
• Businesses are often missing a trick in maximizing the talent they have, which might just be the need of a conversation or two.

We are passionate about supporting that large group of women at mid-level who are competent, deliver and perform but often get overlooked and may not have access to executive coaching/mentoring. We want to make it affordable.

Specific issues – Mid level

We build career management skills: having the self-confidence to ask for what you need, learning how to promote yourself without feeling pushy, and understanding what signals organisations are looking for.

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Q The talented and well-qualified women who join my team don’t seem to progress their careers as quickly as their male colleagues. How can you help them to raise their profile?

• Research has shown that some women struggle with self-promotion and think they appear to be “pushy”. They often assume that simply working hard will result in a promotion.
• We build career management skills: giving you the self-confidence to ask for what you need, learning how to promote yourself without feeling pushy, and understanding what signals organisations are looking for.
• Women value having a conversation to explore their careers and to hear about other women’s experiences.
• Our research suggests that some women have different career support needs to their male colleagues. Every individual requires a tailored approach.

Q One of my female direct reports is technically brilliant but not good at building relationships with her peers. How can you help?

• We explore the role and identify the critical relationships, perhaps asking for feedback from colleagues ahead of the coaching to identify common themes and specific examples.
• We aim to identify a source of motivation that will build commitment to change and surface the barriers. Why are they resisting? What’s in it for them to change/how will they benefit?
• We also provide various techniques to help build relationships.

Q How do I line myself up for a promotion to a senior level when I work in a very male-dominated culture?

• We challenge assumptions about what’s possible, helping you to build your own unique brand and understand how to market your value to the organisation.
• We also provide strategies to help navigate the politics in a way that sits comfortably with you and in turn meets the organisation’s needs.

Q I’ve been doing all the rights things and still not getting a senior role. How can you help?

• We will explore with you your perception of ‘the right things’ vs the organisation’s perception.
• We will also analyse the gaps – for example your personal impact, your visibility, lack of sponsorship within the organisation, and your ability to work with key influencers.
• Defining your success criteria (what it will take to succeed) will enable us to create a realistic action plan.

Q One of my senior team leaders, just promoted, is filled with self-doubt and needs constant re-assurance even though she is more than competent in the role. What can you do?

• Coaching conversations will help an individual to build a sense of confidence in her own abilities and enable her to be OK with who she is.
• Part of this is learning to not be distracted by the need to please everyone and to not take things personally.
• It will also help the individual to be willing to take risks and trust her own judgement.

Specific issues – Senior level

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Q I have just been appointed to a Top 250 role and want to make sure I succeed

• We help to craft a 90 day onboarding plan to focus on priorities and key relationships as well as immediate deliverables.
• We are often the only people the client feels she can really talk to about her hopes and fears in transitioning to a bigger role. That often means letting go of perfectionist behaviour and the need to get everything right, and perhaps navigating imposter syndrome.
• At more senior levels, women typically find themselves in a male-dominated team  with its associated challenges: more competitive behaviours make being heard and achieving work-life balance  increasingly difficult.

Q How can I create personal impact at executive level?

• Coaching will enable you to develop communication skills that have impact at senior levels and a personal brand and leadership style that produces results and supports your values.
• You will also become more skilled at stakeholder management – understanding what makes people tick and how to get them on side.
• You will be able to leverage your strengths to maximum effect –and know how to tackle important things you are either not good at or less interested in.

Q I often get feedback that when I think I am being assertive, I come across as emotional or bossy. How can I overcome this issue?

• We help you to think about both the verbal and body language you use when expressing an opinion, to understand what messages people are receiving from you and how.
• We also help you to understand your audiences, where they are coming from, and their needs and preferences.
• We show you that by building and investing in informal 1:1 relationships you build allies.
• We explain how to get the feedback you need from a neutral party.

We are often the only people the client feels she can really talk to about her hopes and fears transitioning to a bigger role, including navigating the imposter syndrome

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