Perspectives
Executive Coaching:
Who’s on First, What’s on Second
and Why is it so Important
(Part 2 of 3)
by George M. Hendley
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“In
the context of executive coaching, leaders can talk about things that they
feel pain and passion about and really get at the core issues for
themselves…the sheer level of emotion in these conversations is far beyond
what typically occurs in business, so the coaching relationship must be
trusting, totally confidential, and almost sacrosanct.” Daniel Goleman, et al. Primal Leadership: Realizing the Power of Emotional Intelligence P |
ower of Emotional Intelligence
Yes, we’re back for a
second inning (part two) in this ‘three bagger’ series that we started last
month on Executive Coaching. We focused last month on why executive coaching is
so important and now we’re back to “who’s on first” this month. That means
we’ll be focusing on who: who is the executive coach
and who is the executive?
Would You Trust Your Mother with that Information?
It’s all about trust.
Let’s put that first because even with all the credentials, experience and
knowledge you could ask for, the ‘trust factor’ must be in place or the
relationship doesn’t get out of the dugout. Who does an executive open up to
and who is he/she is willing to explore personal or professional change with? Only someone who has his/her implicit trust. This bedrock of
a solid and secure relationship must be felt, sensed, emotionally understood
from the executive’s perspective or nothing of worth will happen. Who the
executive coach is, first and foremost is a TRUSTED confidant. As trusted as
your mother.
There is a plethora of
information on the bookstore shelves on how to build trust but it comes down to
recognizing one simple thing. Each executive has his/her own checklist of what
he/she needs to trust others and they don’t usually put it on the table for
everyone to read. It’s either brought to the table (or first conversation)
inherently, wisely and confidently by the emotionally intelligent coach or
there is no contract. Next batter!
Who
Knows the Score?
According to the International Coach Federation (ICF)
the organization recognized by more coaches and professionals in the world as
the leading authority on certifying and developing high levels of
professionalism in the industry there are some simple definitions of who a
coach is supposed to be. “Professional
coaches provide an ongoing partnership designed to help clients produce
fulfilling results in their personal and professional lives. Coaches
help people improve their performances and enhance the quality of their lives.
Coaches are trained to listen, to observe
and to customize their approach to individual client needs. They seek to elicit
solutions and strategies from the client; they believe the client is naturally
creative and resourceful. The coach's job is to provide support to enhance the
skills, resources, and creativity that the client already has.” (Taken from the ICF web site, www.coachfederation.org.) Who is a coach: A partner in improving
performance and quality of life through solutions, strategies and support of
their client.
One Size Does NOT Fit All
Before choosing an executive coach, professionals
should first determine what kind of coach they are seeking. They must consider
what area(s) they need help in and the kind of knowledge, attitudes and skills
they are looking to gain from an executive coach. Coaches come in many shapes,
sizes, colors, cultures and with varying degrees of expertise and coaching
experience. Some people are happy with and have need of only the ‘generalist’
coach. Others are much more focused recognizing that a specialist coach is the
requirement for meeting their need.
The coaching fees can vary dramatically too just
like buying a car or purchasing a suit. There’s the high-end, high profile,
high dollar coaches and then those who are more priced for the mid-range or
even the masses. Know what fits you, your budget and your specific needs before
you start shopping.
If you are considering hiring a coach, be
diligent in asking the coach if they have been specifically trained in coaching
skills and currently hold or are in the process of acquiring an ICF or other accepted credential. Don't be misled to think
a coach is a competent coach because they have other professional credentials
or set high fees.
Who’s on First? Those Who
are Coachable
Coaching is effective for executives who can say, “I want to get over there, but I’m not sure
how to do it,” says James Hunt, an associate professor of management at Babson College, and coauthor of The Coaching Manager. “You have to be open to feedback and willing
to create positive change. If not, coaching may not be the answer” says Michael
Goldberg president of Building Blocks Consulting. Desire is the key word. It is
the deep gut feeling that there is a desire to change something from the status
quo. The word often used to describe this attitude is coachable,
or ready and able to be coached.”
Being coached is about change
of one kind or another. Noteworthy change of any kind happens out of
desperation or inspiration or occasionally a little of both. There has to be a
realized state of desperation, sometimes akin to a ‘do or die’ feeling or a
strongly internalized commitment from inspiration. Most change for most people
is pain related, desperation developed, emotionally charged in one way or
another. Obviously not the best motivator, but effective in
many cases.
When you ask ‘who’s on
first’. The answer is twofold:
the coach and the executive who both want to engage in a trusting relationship
that can bring positive change through a partnership designed to help the
client produce fulfilling results in his/her personal and professional life.
Next month we’ll wrap up this series with “what’s
on second”. We’ll be showing the depth, detail and clarity of this vital aspect
of education and training in professional lifestyles. Next batter!
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