Dan Schawbel* talks to a global business coaching provider who delivers his insights on what organisations need to survive in a data-driven 21st century.
I recently interviewed Jack Prevezer, co-founder of EZRA Coaching, a leading global virtual coaching provider.
Having spent the early part of his career in consulting and venture capital, Jack has more than 15 years’ experience working with large-scale organisations.
He develops strategies that drive growth and transform 20th-century businesses to meet the digital needs of the 21st century.
He delivers individualised leadership coaching to advance and develop workers at every level, because he believes coaching should be accessible to everyone, not just to the C-suite.
In our conversation, we discussed how coaching can be immensely beneficial for managers looking to be more effective leaders, increasing employee engagement and retention.
We also explored the skills that managers need to focus on to maximise their impact.
He said people managers had endured a lot of major challenges over the past three years — the pandemic, the Great Resignation, record low employee engagement and mental health struggles.
What makes coaching so powerful is how it uses concepts and data backed by behavioural science to help leaders navigate difficult work.
Traditional learning instruments might teach leaders the theory of leadership and transformation, but coaching plays a critical role in helping to apply these learnings in practice.
“A coach can contextualise an individual’s development,” Jack says.
“The way we consume technology is increasingly personalised and the modern worker expects the same when it comes to their professional development.”
He said when it came to people leaders, coaching could help them lead change.
“We’ve seen that when challenges arise, leaders with dedicated coaches are better equipped with the tools and the support systems needed to prioritise their staff and address concerns,” Jack says.
“They’re able to successfully drive employee retention and maintain career growth for their teams instead of turning to layoffs and hiring freezes.
“Whether it’s communication skills or managing and developing competencies, organisations can identify the level of improvement they want to see across specific behaviour and implement a bespoke coaching program.”
He said a recent study by EZRA found that managers impacted workers’ mental health more than doctors and therapists.
“This finding may not be entirely surprising for many managers and employees, especially as we continue to see the boundaries between work and life continuously blurring,” Jack says.
“The impact people leaders can have further demonstrates the need to acknowledge employees as individuals each with their own unique needs and motivations.
“It’s important to recognise that professional coaching is not the same as counselling or mentoring.
“Coaches are there to guide individuals to grow through personal discovery and help them apply their learnings to their experience and role.
“In this way, coaching can help managers not only develop the skills they specifically need to be effective leaders for their teams, but to adopt a coaching mindset as well.
“Managers can use their influence to help employees not only identify their unique sources of stress and burnout, but take action to combat stress and improve overall wellbeing.
“At the end of the day, it goes back to bringing humanity back to the workplace and showing employees they are valued on an individual level.”
Looking to the future, Jack says work is rapidly evolving and it won’t slow down.
“Organisations with leadership and a workforce able to remain agile, innovative and open to change will be the ones that come out on top,” he says.
“It’s up to managers to foster a culture where the employee experience is paramount and workers feel empowered to share their ideas, collaborate and have the tools to remain resilient.
“Over the next five years, people managers will need to focus on developing and implementing data-driven strategies to create positive and engaging work environments that attract and retain top talent.
“This will involve understanding the needs and motivations of employees and creating personalised career development plans to chart progress.
“They will also need to develop strategies to attract and retain a diverse workforce and create an inclusive work environment that fosters innovation and creativity.
“Coaching can lay much of the foundation for what organisations will need to thrive and it’s our hope EZRA can be a part of that journey.”
*Dan Schawbel is a bestselling author and Managing Partner of Workplace Intelligence, a research and advisory firm helping HR adapt to trends, drive performance and prepare for the future.
This article is part of his Workplace Intelligence Weekly series.
