"The goal of coaching is the goal of management - to make the most of an organization's valuable resources."

-- Harvard Business Review






Barbra White
  Coaching & Consulting
Phone: 505-271-1037
    Fax: 720-293-0001

Email:
Barbra@BWCoaching.com


  FAQ About Executive Coaching


What is the executive coaching process?


Either the organization or the coaching partner may contact us regarding a potential engagement.


Step One
is to identify the purpose of the engagement and to ensure a good fit with myself and the coaching partner (what I call a "chemistry check"). This leads to an agreement to work together.

Step Two is the creation of specific goals and desired outcomes for the coaching engagement. Typically these goals are shared with and validated by the coaching partner's boss or Human Resources, as appropriate. While the goals are made public, the coaching conversations themselves are confidential.

Step Three consists of the actual coaching conversations, assessments, exercises, readings, practices and activities in service of the goals.

Step Four is a check-in with the organization for feedback on progress being made, as appropriate.

Step Five is evaluation of the engagement, goals achieved and a plan for self-directed learning going forward.

Whenever possible, Step One and/or Step Two are conducted face-to face. The remaining Steps may be done in person, or via telephone.

 

What do you expect of the leader (coaching partner) and their organization?


If the leader isn’t committed to personal and professional development, coaching may not be the best choice. For executive coaching to be most effective, the leader needs to make the following commitments:

  • Allocate adequate time (typically 60- 90 minutes) for coaching sessions
  • Be willing to practice new behaviors
  • Accept feedback on blind spots
  • Reflect on successes and failures
  • Consider different perspectives and points of view
  • Risk challenging current beliefs
  • Follow-through on coaching assignments


The organization has responsibilities, too. It is the context for coaching; therefore the goals and purpose of coaching need to be clearly articulated from an organizational perspective. If there are performance concerns, it is the responsibility of the organization to provide this feedback to the leader in advance of coaching.

The leader will need time to participate in the coaching sessions, and time to make changes. Leaders generally need four to six hours each month for coaching conversations and three to six months to make changes.

On-going feedback is essential to support the change process. Key stakeholders within the organization need to be willing to provide the leader with feedback. This includes periodic three-way conversations among the coach, the coaching partner and a representative from the organization.

The organization needs to trust the coach and the leader to have confidential conversations that align with the desired goals. Last, the organizational culture needs to support professional growth and development.



What's involved in a coaching session?

Each client is unique and brings his or her own perspective and skills to the coaching sessions. To recognize this uniqueness, the coach and client develop a customized approach and plan. Identifying these goals and objectives contributes to the development of a clear vision and focuses on who you are as well as what you want to do. These are the true keys to individual success.

Each coaching session builds upon the subsequent coaching session, tracking the client’s progress and recognizing each successful achievement of a goal as a success in itself.


Back to Top

Copyright 2000-2010  Barbra White Coaching & Consulting 
Phone: (505) 271-1037    E-mail:
  Barbra@BWCoaching.com