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Coaching is one of the most effective ways an organization can improve the way it works. From the C-suite down to frontline managers, everyone should have access to coaching programs.

Leadership coaching could be the key to a happier, healthier and safer workplace. In this article we explore how leadership coaching can transform companies.

A recent LHH-LinkedIn poll found 47 percent of respondent organizations were planning significant overhauls of senior leadership, with six percent predicting a “total overhaul.” Less than one-third of respondents did not anticipate any changes in their executive leadership teams.

Far too many organizations are ignoring an impending talent crisis, ready to apply corrective re/upskilling measures to career management problems that could have been prevented with advanced planning.

A checklist that every organization should consider when attempting to address D&I goals at the recruitment and hiring level.

Traditional leadership development can be very effective on its own. However, coaching can take the skills, behaviours and mindsets that form the curriculum in a classroom or group learning experience and turn them into personal, customized solutions that help leaders learn more, more quickly, and retain that knowledge longer.

People who embrace lifelong learning and bring a growth mindset to their careers are more likely to take on new challenges and are typically better able to cope with disruption and adapt to change. These attributes will serve them well, enhancing their employability both now, and throughout their journey.

Transformational leadership will be critical for organizations as we look to the future. With such high demand, organizations must have an agile recruitment strategy to successfully hire the executives of their choice.

Working through the pandemic, HR leaders have been forced to be more innovative in reshaping long-standing HR policies and practices to look for more strategic, flexible, and adaptable ways of managing their people function.

The pandemic amplified the need for Ericsson to bring about a paradigm shift in their leadership culture. Priyanka Anand, VP and Head of Human Resources and Linda Lindberg, VP and Head of Commercial Management for Ericsson Market Area South East Asia, Oceania and India, share how Ericsson helped their line leaders evolve into strong coaches.

When building a coaching culture, leaders must keep these three must-know qualities in mind to successfully create the conditions to generate new ideas while keeping employees confident and engaged.