What is CT-26?

CT-26 is Cedalion Talent’s proprietary approach to drive accountability and improve performance for one-on-one coaching engagements.

In practical terms, it takes approximately 26 weeks to enact applied behavioral change. 26 weeks is the barrier between concept understanding and behavior application. Thus, the name of our practice:  CT-26 Performance Coaching.

CT-26 approaches coaching engagements as a mechanism for catalytic change within our clients’ environments, whether specific to an individual employee’s approach at work or the strategy employed by our clients. Change is risk and opportunity. Change can be paralytic.

It’s All About Accountability

Accountability is the primary driver of the CT-26 performance coaching engagements. We hold our clients and ourselves to the highest standards to deliver the desired performance improvement. We work backwards from goals and desired outcomes to prescribe and implement a specific approach, aligning weekly or bi-weekly to measure progress with our clients.

Personalized Performance Coaching

Everyone has their own needs and opportunities. CT-26 coaches recognize that all leaders are different and require bespoke solutions to maximize engagement, behavior change and performance results. CT-26 coaches work one-on-one with their clients to determine the greatest areas of growth and define how each client wants to be held accountable for their outcomes. When it comes to accountability in coaching, there is no room for vagueness.

CT-26 Practice Areas

  • Executive leadership and presence
  • Self-awareness and behavioral modification
  • Strategic thinking and planning
  • Sales and deal coaching
  • Interpersonal communication
  • Prioritization and goal setting
  • Effective delegation

Ready to get started?

Schedule your appointment for an initial assessment today.

CT-26 Coaching Development Approach:

We begin our learning, coaching, and development journey by framing needs through the leadership development ladder. We bucket needs and gaps in skills delivery into one of four areas, targeting each by the run they fall on. The higher rung needs (rung 1) are prioritized, as the process to imprint awareness and change in this area tends to be a bit longer, and the payoff is greater than in the latter half of the journey. The ladder is as follows:

Rung 1:

UNCONSCIOUS INCOMPETENCE  

You begin by not even being aware of a deficit you have in a given leadership skill or capability.  > “What is currently lacking in my leadership?

Rung 2:

CONSCIOUS INCOMPETENCE  

You’re keenly aware of your lack of mastery in that leadership area.  

> “How can I practice and improve this specific skill?”

Rung 3:

CONSCIOUS COMPETENCE 

With focused attention and effort, you’re able to demonstrate the skill when needed. 

> “Where is my effort in this area producing the outcomes I want?”

Rung 4:

UNCONSCIOUS COMPETENCE  

The skill becomes automagic for you, and you’ve fully internalized its mechanics. 

> “How can I teach others what is now so natural and easy for me?”

Executive Presence and Development

Our executive presence and development path will help senior leaders continue to develop the skills they need to be at the forefront of the business and people. They will move from passivity and self doubt to self-assurance, decisiveness, and bold decision making. The executive presence coaching and learning program provides leaders with a step-by-step process on how to build, develop, and grow their  executive presence. The nine competencies highlighted in the executive presence model provide leaders with clarity on what executive presence actually is. They gain the blueprint on what makes a leader with executive presence successful. Throughout the course of this engagement, we will drive core competency attribution through a mix of one-on-one coaching, accountability, and in-depth workshop exploration.

Our executive competency model is as follows:  

  • Demonstrates strong ethics and provides a sense of safety. 
  • Empowers others to self-organize. 
  • Fosters a sense of connection and belonging. 
  • Shows openness to new ideas and fosters organizational learning. 
  • Nurtures growth. 
  • Translate vision into results. 
  • Have the courage to take and manage risks. 
  • Be an elite people coach and developer. 
  • Champion, manage, and implement change. 

Accountability and objective data are the undercurrents of CT-26 Coaching Engagements. Of the many  benefits that coaching provides, holding people accountable to their own goals and commitments would  top that list and is a good way to gauge the talents of a coach. 

CT-26 will create an ongoing accountability structure with weekly/bi-weekly check-ins to monitor deliverables and change within the coachee. We can access a predefined list of questions to drive  accountability as follows:  Everyone has their own needs, so early in the coaching relationship a coach will explore the accountability needs of an individual or team. It is important to realize, instead of using a cookie-cutter approach, the coachee is asked specifics on how they want to be held accountable. However, one thing is universal: When it comes to accountability in coaching, there is no room for vagueness.