Coaching of Individual Executives

Strong, balanced leaders are fundamental to the success of organizations. Similarly, robust vivacity (mentally, emotionally, and physically) is core to an individual leader’s success – a kind of aliveness that has a powerful effect on his or her environment. Systematically developing a company's executive talent pool while maintaining the kind of strong individualization that individual coaching allows for, is a proven strategy for attaining leadership excellence in an organization.

Threefold Focus

Lauda's threefold focus in its work with individual clients is on:
  • KEY CHALLENGES – offering innovative perspectives on the job and associated tasks that lead to business-enriching solutions.
  • KEY RELATIONSHIPS – defining which relationships are truly essential at a given time; then building and implementing a strategy for enhancing them, one by one.
  • KEY VITALITY – strengthening the interplay between a leader's mental, emotional and physical vitality to bolster the leader’s impact and ensure energy reservoirs over time.
Lauda’s core competency in working with individual top managers is to remodel or refine a person's set of qualities and skills in ways that are perfectly attuned to his or her specific individuality. Here are some of the unique skills we utilize to maximize each individual’s potential:
  • Understanding how crucial details of an individual's mental, emotional and physical energy work together, and how they can be optimally aligned or synchronized.
  • Having a strong take on a leader’s optimal “growth dynamics” – his or her personal routes to ongoing learning in the vast territory of leadership; and helping him/her effectively embark on them.
  • Knowing how congenial authenticity – and how it evolves along new leadership challenges – can become a core tool or guideline for new behaviors and mental attitudes.

Executive Boards and their Ongoing Evolution

As one of the pioneers in management team coaching (starting in 1987), Lauda’s work is based on a wealth of know-how in live interventions with top teams, especially with international, multi-cultural corporate teams. Lauda has recently drawn a new essence of all its experience and adapted it to executive life under “2020 paradigms”. In no small ways was the new approach also motivated by the observation that many executives have strong reservations toward (even resistance to) generic approaches of executive team building. Reasons are, among others: (A) Not enough specific attunement to a top group’s unique 'personality' and requirements; (B) Positive outcomes often can't be sustained in the longer term (partly as a consequence of above point A); (C) Team building activities either take attention and energy from what matters most – business; or (D) being too time consuming. Even the leaders being most critical/suspicious of generic team building activities are usually keen to improve key relationships within their management group if offered innovative and 'entrepreneurial' approaches. And top executives usually recognize quite clearly they are individually responsible for the success of the relationship dynamics with important others (that they know determine the business' success, not only that of their own career). So they are regularly keen to invest energy into a promising new approach toward upgrading peer relationships.

Accelerated Co-Action

This Lauda process is a 'relationship effectiveness exercise' within a top group and isn't primarily aimed at generating a role model executive team 'over night'. Rather, the focus is on attaining definite progress toward the all important co-effectiveness factor. And on accelerating the development of three qualities that great leadership circles excel in:
  • UNIFIED INTELLECTS – an executive circle finds new ways for intelligently cohesive, genuine co-operation. In it improved pathways establish themselves for fusing decisive intellects effectively.
  • FOCUSED STAMINA – next, members of the executive circle add an element of strength (co-stamina) to their mental unity. Mutual support regains its positive momentum, and begins to pay dividends in terms of business (and, not entirely unimportant, in terms of fun).
  • DYNAMIC SPARK – a new level of shared spark turns 'positively contagious' beyond top management itself, directly impacting a larger pool of highly valuable contributors and talent. An agile and highly effective top circle convinces with its superior dynamics.

Examples of practical solutions for specific challenges

Lauda's responsibility is finding viable solutions for specific challenges, such as:
  • New, corporate strategies require swift implementation through motivated business unit leaders and their teams. Yet internal resistance slows down progress dramatically.
  • Management teams that are complemented by new members need to generate highly productive cooperation without much trial and error. The goal is to swiftly affect other important tiers/layers in the organization (business units, key talent/individuals etc.).
  • A business unit has difficulties reaching its goals. Strength in realizing important market opportunities becomes even more paramount, so does executing measures and strategy supportive of revenue increase. Yet, dedication to internal affairs and some 'political' activities are big obstacles. Now the call of the hour is to bring fragmented performance dynamics toward a shared, strong forward movement – swiftly.
  • Capable leaders generate great success with their own teams of direct reports. Yet those teams have a hard time generating smooth intersections/overlaps with other essential corporate teams. A Company Is Team attitude is the objective – a real-life demeanor that reduces friction and strengthens effective cooperation among teams. Teams that is, which decide the organization’s business success.
  • Upper management layers need to be complemented by often rare, valuable talent. Yet, the current leadership culture doesn't have what it takes to attract the best candidates. It becomes obvious that the logical starting point for top level talent attraction and retention is the existing management team.

Workshops with Coaching

The success of today's leaders depends on how powerfully they can impact the performance of key employees and build strong relationships with e.g. peers and customers. Lauda's exclusive Workshops with Coaching are designed to accelerate the development of these skills. All workshops combine lively interaction and highly relevant information with an element of one-on-one coaching to build group dynamics and foster long-term individual learning success. The workshops are rooted in the findings of many years of corporate problem solving, individual and team coaching, as well as in "research dialogs" with outstanding executives.

Overview of workshop topics

I. ON THE PERSONAL DYNAMICS OF LEADERS
  • The Spark of Leaders – How authentic vitality triggers productivity in others
  • The Fire of Presentations – The art of giving presentations with winning emotion
  • Four Towers of Strength – Achieving sustainable drive and sharpening one's authenticity.
II. ON THE DYNAMICS IN LEADERSHIP CIRCLES
  • Energizing Teams for Impact & Innovation – The latest approach to building dynamic teams
  • Applied Conflict Wisdom – Capitalizing on the energy of friction
  • Dynamic Co-Leading – How dynamic and cohesive leadership circles positively impact their organization's productivity.

Leadership Ethics in Tomorrow’s Generation

Tom Lauda has a strong personal commitment to how the next generation of leaders will develop. It is based on a heartfelt caring for preparing young people for future leadership responsibilities. All of Lauda’s activities at business schools internationally are rooted in this personal caring of Tom Lauda. His primary concern is facilitating an authentic, dynamic outlook on leadership that lets young potential leaders intelligently experiment with “leading others” and acquire advantageous skills. Encouraging the development and enhancement of positive personal ethics is central – with both its mental and emotional components. Being in tune with the new generation's unique spirit is important to Tom Lauda’s teaching. After all, it will be out of that very spirit that a new wave of capable and great leaders will arise. Tom Lauda's refreshing style, candidness and unorthodox views have made him a favorite lecturer with many students.

Tom Lauda's Teaching Activities

Dr. Lauda's academic teaching record includes:
  • UCLA, University of California in Los Angeles, Anderson Business School
  • Case Western Reserve University, Weatherhead School of Management
  • Fordham University, Graduate School of Business Administration
  • Vienna University of Economics & Business Administration
  • University of St. Gallen
  • University of Geneva (HEC)
  • University of Sydney, Graduate School of Business
  • University of Western Australia, Graduate School of Management
  • Indian Institute of Management Bangalore (IIMB)
  • Art Center College of Design, Pasadena/Los Angeles
  • Diplomatic Academy of Vienna
  • Monterey Institute of International Studies.

Quotes

“Tom is an exceptional teacher. The students responded very positively to his MBA course, which was demanding and well structured. Under Tom's direction, the students improved their practical team work significantly and he also had a marked influence on their learning effectiveness.” – Murray Wells, Dean, GSB, University of Sydney “Dr. Lauda has been essential in forming a unique team at our Strategic Management Department which works closely with the for-profit industry. Even years after his work with a group of professors, researchers and assistants the 'spirit' within the group can still be felt and keeps producing outstanding results, both for the academic and the business world.” – Rolf Eschenbach, Head of Department of Strategic Management, Vienna University of Economics “In many years of collegial association and joint effort with Tom Lauda I view him as very effective and persuasive, especially in the development of high-performance teams and relationship management among leaders. I respect both his knowledge and his ability to transform this knowledge into effective practice.” – Fred Massarik (1926-2009), Professor, Human Resources, Human Systems, Anderson School of Management, UCLA