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Leadership hasn’t got a one-size-fits-all approach. There are multiple ways, theories and approaches from Situational Leadership from Ken Blanchard to Action-Centered Leadership from John Adair all the way through to ides like ‘Servant Leadership’ from Robert K. Greenleaf.
Multiple styles for multiple profiles.
What is required though are some key aspects, not necessarily the style or framework but the keys parts that make the ‘whole’ work.

4 Blind Spots all Leaders Must-See

1. Blind to Yourself

“Know thyself,” said Socrates. You have to take the time to find out about you. Your Strengths and your weaknesses. Find out ‘Why’ you do what you do and the reason others react and respond to you the way they do. This only comes from a deep reflection in yourself and your approach to Leadership; at work or at home. The understanding that comes from this, this knowing of self enables you to see more in others, being to reflect on your own journey may well help you to guide others on theirs.

2. Blind to the Possibilities

Where are you going? What is the big end goal for you or the team?
You can’t lead people if you’re going nowhere. Quite simply, you have to be moving somewhere whether it be physically, mentally or emotionally. You get an idea where to go, then you move people heart and mind to that destination; leadership

3. Blind to the Problems/Challenges

One of the key responsibilities of a Leader Geoff Burch told us in a recent Sticky Learning Lunch is to remove obstacles. If you’re not mapping these out you’re going to hit a serious snag along the way.
By preparing and eliminating what can help people succeed. If you, as the leader don’t know what they are or are lacking some sort of anticipatory sense of them coming downstream your people will falter when it arrives. Great golfer’s never made a hole-in-one with a stutter swing.

4. Blind to the Solution

With the foresight of self, where you’re going and the challenges pending, you can take action and create solutions. If you do this you keep the team and yourself moving forward. The key parts to each of these preceding stages is to give you absolute and utter clarity so you can do what you good at; Lead.
But how?
Through a handful of key traits that are required for each stage.
These act as a moral compass or guide rail to enable you to get the best out of them. At the same time, they are traits that when displayed within your teams and businesses will show the best parts of you.
For example; Honesty. Who in their right mind wants to be a dishonest leader? You might say well the head of a drug cartel, however, they’re still honest with their people just not the police. Big difference.
Or Optimism. People will not follow a negative person; they will become disenfranchise and break away. It is the promise, the vision of a better future that brings people along. This does not mean naivety though; we can still be optimistic and face hard challenges. Shackleton knew it would be hard and he advertised it as so but the glory and fame would have been worth it. Even when the expedition failed and their lives were threatened no one died, because he knew they would succeed.
Review the list below as you dive into each section of the EVOC model and look at the key traits you need to embody to maximise their potential.
How can you bring more of this into your day-to-day thinking?
By maximising the behaviours and thinking that help to shed more light and deepen the answers you’re looking for.

4 Stages of Leadership Skills Coaching: E.V.O.C.

Combined with 3 key behaviours.
As you enter each section of the EVOC model and before you start to dive into the questions take a look at each of the 3 behaviours.

  • How can you embody that even more so when asking the questions?
  • How can you get a clearer answer by using the trait as a lens?
  • How can you leverage the thinking to take the answer one level deeper?

Remember, think about how these leadership traits impact, involve and uplift your people at the right times.

E – is for Evaluate

This requires;

  • Honesty, with yourself, first and foremost as well as from your key stakeholders and team members. Getting a full picture is super helpful and highly recommended.
  • Humility, when you find things worth changing, be open to acknowledging old habits and their impacts so you can let them go and create space for newer improved habits.
  • Curiosity, wanting to find out how you can improve and make things better.

V – is for Vision

This requires;

  • Imagination, think about where you want to go, how it feels and most importantly how your team will contribute and feel in all this.
  • Optimism no matter what is going on it’s about maintaining a positive outlook to help you bring the key successes to mind, no matter where you are right now.
  • Ambition, the healthy drive to expect, create and realise something more than others thought possible.

O – is for Obstacle

This requires;

  • Belief, in yourself. You got the job for a reason now is the time to ask some better questions to get deep clarity.
  • Realism, in what is actually happening right now. What is and isn’t happening in this moment.
  • Empathy, this is not about the judgement of a situation or of the people. We’re just here to find out information so we can help.

C – is for Creative

This requires;

  • Resourcefulness, knowing where everything is. What tools are available, what skills are in your team and who does what best.
  • Strategic thinking, not just what does the next move look like, what do the next 6-10 moves look like and sometimes with 3 different variations.
  • Courage, make the move. Follow through and flex with the changes and the outcomes.

Additional Resources that will Help You

The Ultimate Guide to Leadership Skills is jam-packed with tips, additional questions, techniques, interviews, and infographics. 

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