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.
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