Shadowing builds on that you shadow another person in their work on one or several occasions. Doing it from a structure that secures the learning through preparation, perspective and reflection. In the choice of the person to shadow, it is only your own imagination and ambition that sets the limits for what is possible.
Following another manager in his everyday life can generate new energy but also give distance to your own leadership. With a change of perspective there is the opportunity to deepen ones understanding for the complexity of leadership.
A successful shadowing builds however on prepared reflections, research and a clear agreement with the person you are to shadow regarding for example learning objectives and feedback.
Shadowing has many different areas of use in addition to leadership development programs and individual coaching:
• The coach shadows the coachee
• The protégé shadows the mentor and vice versa.
• The manager shadows another manager within/outside the organisation
• The coach shadows the CEO in connection with leadership groups development.
• A new employee shadows an experienced colleague in the organisation.
In a conflict situation the different parties can shadow each other for enhanced understanding of each other’s context.