Tweet

Executive Coaching on the Rise

Written by: Ian Cook

Article Overview: Covers why one might engage the services of an external coach, how a typical coaching process works, when to consider using a coach and what to look for when selecting one.

Executive Coaching on the Rise

Isn’t it funny what we assume about leaders in senior positions. They no longer have anything to learn about interpersonal relationships or leadership. They have arrived, proof positive of their skill level!

Furthermore, only a fearless few people will give them the honest, useful feedback that self-development requires. The “culture” expects them to be role models and our models are supposed to get it “right.” Showing their vulnerabilities is a “no-no,” not to be done in front of those who report to them and certainly not advised in front of competitive colleagues on their leadership team. Of course, the CEO is too busy (and often not sufficiently skilled) to help them grow interpersonally.

The fact is that many individuals arrive at the senior level with much still to learn about people. Often they bring to the executive wing styles, habits and beliefs that have worked for them since they were a supervisor. Suddenly these formulae for success no longer work and, in many cases, must be unlearned and replaced with behaviors more in line with modern leadership.

This is why so many organizations today are investing in coaching for their key leaders. The benefits from being coached stem primarily from the leverage that is obtained. When a senior leader operates with a less-than-functional style, its negative impact on performance and morale can reverberate from within the senior leadership team right out through the frontlines to the customer. The good news is that turning this individual’s style around will have the same multiplier effect in a positive direction.

What is Coaching?

Coaching is a series of periodic one-on-one consultations, usually with an external resource, over a period of time– typically anywhere from three to eighteen months. Between sessions the “coachee” (whom we will call the “client”) applies newly learned approaches at work, receives feedback, then reassesses, and refines his/her behavior accordingly. Coaching is not therapy, however, occasionally a coach may suggest counselling as a promising course of action for deeper seated issues that are blocking effectiveness. Well done coaching yields a high return on investment because the process is totally customized to the “client’s” challenges and needs and it maximizes the executive’s time off the job.

The goal of the coaching process is to generate, in the client, effective skills and attitudes that are self-sustaining, selfcorrecting and directly supportive of his or her expected performance results.

When does one engage a coach?

Usually–but not always–it is the individual’s boss who initiates the coaching intervention. Typically this is in response to a need to turn around a significant performance problem or to improve an interpersonal skill deficiency that is holding back an otherwise excellent executive. Coaching is also used to prepare someone for a promotion, generally enhance leadership potential, and provide support for a particularly challenging leadership situation (e.g. managing a major change, inheriting a new department).

On the other hand, Coaching is not always indicated. I would not take on a coaching assignment when the boss has already decided to fire or demote the individual, when there is insufficient time to generate the results required, or where the person is entering a coaching process against his/her will. This latter condition is sometimes a judgment call but my ethical and business bottom-line is that the client must buy in to the process freely and genuinely.

What should you look for in a coach?

Consider the mix of (1) skills, (2) knowledge and (3) attributes of any coaching consultant.

Critical skills are:

• communications (interviewing, listening, feedback, summarizing)
• facilitation (including the ability both to confront and support)
• teaching
• the ability to take a systems perspective (the client does not operate in isolation but as an integral part of complex organizational systems)

Look for knowledge in three areas:

1. psychology and human behavior
2. business, management and organizational life
3. how adults learn

The ideal attributes in the coach you select include:

• flexibility
• work experience and maturity
• self-confidence
• confidentiality
• comfort with complexity
• ambiguity

I believe your coach should be someone who places a high value on–even has a passion for–the growth of others and who is willing to learn and grow himself/herself in the process. And, of course, the relationship must work for both parties, client and coach.

Some coaches are clinically trained, that is, they are psychologists or professional therapists. This is not necessary but neither is it negative. Clinicians bring a deep understanding of human behavior and effective interpersonal techniques. They are trained to recognize deeper pathology should it become evident during the process. As long as they have a solid understanding of business and organizations and they stick to coaching, certainly do consider them for coaching.

What does a coaching process look like?

Each intervention is unique but let’s look briefly at a typical sequence.

1. Coach meets with the client’s boss and the client to ascertain issues, objectives and the standards expected by the organization.
2. Coach and client meet. In this meeting I particularly check out our chemistry and my client’s degree of buy-in to the overall process. Once that is confirmed, I conduct an in-depth interview with him/her to scope in detail his/her personal and work background, version of the issues, feelings, needs, concerns, and how the client currently perceives and interprets his/her world.
3. Data gathering. This may involve interviews with key players in the team, the client’s direct reports, and others who interact with him/her. Often a 360 degree feedback instrument is used to obtain perceptions from the client’s boss, peers, and subordinates. Psychological measurements also can contribute a lot. I routinely use the Myers-Briggs Type Indicator© with great success. Another technique is to “shadow” the client and observe him/her in typical interactions and meetings.
4. Coach compiles all this information, feeds it back to the client, and facilitates a discussion–sometimes lengthy and emotional.
5. Client identifies and commits to specific objectives and deliverables for the process.
6. Client develops an action plan.
7. With the on-going involvement of the coach, the client implements the plan over an appropriate number of months. This is the core of the process.
8. Once the plan has been accomplished, client and coach conduct a final assessment of the client’s progress against the objectives. Here we may determine the need to gather data once again to confirm others’ perceptions and experience of the progress made.
9. Finally, a ninth step might be contracted where the coach checks in occasionally over the next year or so to provide on-going support.

When we look to the world of athletics and entertainment we see that those who aspire to excellence understand the value of coaches. The seasoned masters in my field of professional speaking certainly use them. I have several coaching colleagues amongst whom we coach one another.

What about your key people? What about you?

Related Articles
  Can You Hear Me Now? Great Executive Coaches Are Not Just Great Talkers They're Great Listeners
  COACHING ACCELERATES SUCCESS
  What Is That? Great Executive Coaches Add Perspective
  Executive Coaching or Sales Coaching Is Not New Because It Is an Almost 2,500 Year Old Proven Process
  Mirror Mirror On The Wall - Great Executive Coaches Know How To Reflect

Article Tags: coach, coaching, executive coaching, ian cook
Referred by: http://upwardaction.com



Related Forum Posts
$1000 and a stupid idea - [quote="OmnivoreInk":8mkh1lv7]Bill and Heidi Dittmar: Executive Lifestyle founders of a magazine called Executive Lifestyle. Started in 1991. Revenue has grown more than 200% since 2004. 4 full time, 3 part time employees "We started off with $1,000 and a stupid idea." It began as This Month, a guide for tourists, and morphed into Executive Lifestyle.[/quote:8mkh1lv7] Hi Barbara, I find this story about Bill and Heidi Dittmar's success to be especially interesting! Would you happen to know what the catalyst or tipping point was for their change from a guide for tourists to an Executive Lifestyle magazine? Thanks
Re: Business Women Peer Mentoring Spotlight - Hi Everyone, Gosh, I REALLY appreciate your concrete feedback. This was far more than I expected and I'm glad you said what you thought straight out. Each of you have shared something of value and I want to take some more time to think and really go over what each of you have said. However, I can see there are some things I need to change right away. What an interesting point about a NEW program perhaps making people think they are guinea pigs! This is NOT what I want to convey! It's funny how we can see some things so clearly in others while not always seeing it for ourselves! I must admit there are a few things I've been meaning to change (like my bio which is very outdated). Obviously, these things need to be higher on my priority list. You caught me like the plumber who puts his clients first and doesn't get around to fixing his own tap! As far as my target market, I do feel quite strongly about working with Women Leaders and doing Leadership Coaching with them. It's non-negotiable in my books. In my Executive Coaching training, the terms "Leaders" and "Executives" are interchangable. To me, an Executive is a Leader and so is the Business Woman or Entrepreneur who is CEO of her own business. I love working with decision makers! What I did learn is that I need to avoid opening up the Leadership term beyond what I described above. I'm also wondering if there is a misunderstanding with the general public as to what Leadership Coaching really is. Leadership Coaching is all about developing your leadership skills, both as a people manager and in more effectively running and growing the business. There is ALWAYS room for growth in some way. As well, sometimes, we just need a sounding board to clarify what our next BEST step is. In fact, if a woman thinks she has nothing to work on, then we aren't a good Client/Coach fit anyway. How can she grow if she doesn't see the value of expressing ALL of the great ability within her? How can her company grow if she doesn't see the value of strategic planning for the next best level? Thanks again to you all! I will go back to my website and really question whether I am conveying the right message. I got more than I bargained for in this Spotlight... you generously offered way more than I was asking. I think we could be on to something great for the Forum. Now it's time to let someone else have the spotlight. It would be great if everyone took a turn! In gratitude, Tami
What are you doing to grow your business Ladies? - Hi Ladies, I thought it might be great for us women to share what we are doing lately to develop our business(es). I have now signed a lease on a new commercial space where my husband and I plan to open a Sport's Consignment and Cappuccino Bar. We're an active tourist destination and we also want to give back to our local community by offering discounted quality equipment. I'm doing lots of research and planning right now. For my Coaching Business, I have signed up for a new coaching mentorship program by one of USA's top Executive Coach trainers, Drayton Boylston. He's sure to challenge me, offer continued professional development and keep me on track as I grow my Coaching business. I'm quite excited about the opportunity since you have to be invited to even participate in this group. What are you doing lately or what are you planning in order to develop your business? I'm hoping we can all encourage each other to keep our businesses growing. Warm regards, Tami
5 Entrepreneur's success stories - My local paper's business section profiled 5 successful entrepreneurs in the Jan 6, 2008 issue of the paper. Thought I'd share just a bit of it here. Bill and Heidi Dittmar: Executive Lifestyle Jeff Wassmer: Spectrum Deloise Hawkins, Star Whitaker and Lenzy Hill: Touch of Elegance Stephen Brosius: Advanced Door Systems Pam Watson: Goodrich and Watson Insurers Bill and Heidi Dittmar: Executive Lifestyle founders of a magazine called Executive Lifestyle. Started in 1991. Revenue has grown more than 200% since 2004. 4 full time, 3 part time employees "We started off with $1,000 and a stupid idea." It began as This Month, a guide for tourists, and morphed into Executive Lifestyle. Jeff Wassmer: Spectrum Company specializes in computer network security and intelligence surveillance and reconnaissance. Wassmer was an 11-year Air Force guy, so he had "ins" in order to form this business. Deloise Hawkins, Star Whitaker and Lenzy Hill: Touch of Elegance Founded business in 1994. 12 employees. Their company designs and plans an average of 25 events each month in Hampton Roads and other parts of Virginia. Stephen Brosius: Advanced Door Systems Started company in 1995. 5 full-time employees, plus subcontractors. After having worked as a subcontractor for others in the construction business for 20 years, he decided to start his own business. Pam Watson: Goodrich and Watson Insurers At age 49, she was approached by an insurance colleague to buy out their employer's insurance division. They did so, and became employers themselves., witj 4 full-time people.
Re: History of Women in Business in the United States - Yes. Women have increasingly made positive economic contributions to society and their position is being recognized more and more as seen on the Forbes List of Executive Women. In general, women can be a bit more practical in their approach as entrepreneurs too.


Share this article with your friends. Fund someone's dream.

Leave a comment below or share on the left and you'll help support entrepreneurs in Africa through our partnership with Kiva. Over $50,000 raised and counting - Please keep sharing! Learn more.

Tweet

Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!

Name:
Email:

Popular Articles

Google Panda and Your Search Engine Rankings

Fighting the Saw-Tooth Affect

Remind Me...

Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.