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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.
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.
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.
Hiring the right coach for the right reasons can yield excellent results if the relationship is
managed well. These tips should get you started in the right direction.
Excerpt by Joan Lloyd
© Joan Lloyd & Associates, Inc.
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