|
| |
Taking the mystery out of Executive Coaching
Tips for when, and how, to use an executive coach
Is your organization considering the use of an outside executive coach? This
trend has spread across the country faster than a fire in a wind storm. And if
you�ve seen a master coach in action, you know why�a key executive can
significantly improve performance.
An executive coach is an outside consultant who works with an executive who has
a specific problem. A specific issue is identified�often by the person�s
boss--and the coach and executive work to resolve it. Where a management
training session is a spray of solutions and techniques, the coaching process is
aimed at the bull�s-eye. It�s designed to be fast and focused.
In my executive coaching practice, I thoroughly enjoy the challenge of working
one-on-one with individuals who are motivated to change their behavior. In the
right circumstances, it�s an intense, stimulating experience. But it isn�t the
answer to every problem.
Here are some of the basics, to help you decide if using an executive coach is
right for someone in your organization...
When should you consider using an executive coach? Here are some typical
situations where an executive coach can add value.
A talented executive who is valuable to the business but who:
Is a poor people manager
Can�t communicate his ideas effectively
Has an abrasive personal style
Has behaviors that are getting in the way of his or her effectiveness
A new manager/executive who:
Was promoted into a job that is much larger than her past job
Was promoted into a job that has high visibility and risk
Never managed a large group of people before
Never managed multiple departments before
A valuable contributor, who the company wants to �save� from outplacement or
termination:
� The individual hasn�t been told the truth about his performance by past
managers and the company feels a sense of responsibility for the employee�s
predicament
A star employee who:
� Adds great value but who is difficult to work with.
� Needs to become more politically astute
� Has to grow quickly to replace someone who has left, died or retired
Because choosing the right coach is so critical to success, you need to know
what pitfalls to avoid. The coach must not only be able to tunnel down quickly
and get to the root of the problem and help the person with fast behavior
changes; he or she must be a good cultural and political fit.
Before you hire an external coach, here are some words to the wise:
Check references�speak to people the person has actually coached, as well as to
their managers
Choose a coach with executive experience, especially if the person will be
working with a senior manager or executive. A coach who has never worked at this
level will not have the necessary insight.
Choose a coach with a successful track record of managing people, if she will be
working with an executive on people issues.
Coaching certificates, from �coaching universities� don�t guarantee the person
will be a good fit, or have the necessary skills.
Match the coach to the person. A coach, who was great with one person, may not
fit someone else.
Beware of the coach who overuses instruments because they lack the experience or
skills themselves.
Be cautious of a coach who doesn�t have a sense of urgency and professes to need
a long, expensive relationship.
Be careful of the coach who seems too eager to take on any assignment, without
thoroughly probing into the desired outcomes, to see if he or she can deliver
results.
Be wary of the person who is a �coach� between jobs.
Be cautious about someone who doesn�t have any past success stories to share.
Avoid someone who can�t articulate his or her consulting philosophies and
principles.
As you begin the relationship, here are some tips that will help you - and the
coach - get results:
Identify measurable outcomes in a three-way dialogue with the coach, the person
to be coached and his/her manager. There may be others involved as well, such as
an internal HR professional or the manager�s manager.
Agreed upon how the progress will be monitored and feedback provided, to all
parties.
Thoroughly discuss confidentiality. For example, the coach will frequently use a
360-degree process to gather feedback and write a report that will be the
foundation of the coaching. Will that be a part of the permanent file? Who will
see it?
Clarify roles of all parties. For instance, a good coach will want to actively
engage the person�s manager in the process.
JoanLloyd has a solid track record of excellent results. Her firm,
JoanLloyd
& Associates, specializes in leadership
development, organizational change and teambuilding. This includes executive
coaching, 360-degree feedback processes, customized leadership training,
conflict resolution between teams or individuals,
internal consulting skills training for HR professionals and retreat
facilitation. Clients report results such as: behavior
change in leaders, improved team performance and a more committed
workforce.
JoanLloyd has earned her C.S.P. (certified speaking professional) designation
from the National Speakers Association and speaks to corporate audiences, as
well as trade & professional associations across the country. Reach her at (800)
348-1944, mailto:info@joanlloyd.com, or
www.JoanLloyd.com
|
