Monday, July 22, 2013

Keys for a successful coaching relationship

Keys for a successful coaching relationship
Is the executive highly motivated to change?
Yes : Executives who get the most out of coaching have a fierce desire to learn and grow.
No: Do not engage a coach to fix behavioral problems. Blamers, victims, and individuals with iron-clad belief systems don’t change.

Does the executive have good chemistry with the coach?
Yes: The right match is absolutely key to the success of a coaching experience. Without it, the trust required for optimal executive performance will not develop.
No: Do not engage a coach on the basis of reputation or experience without making sure that the fit is right.

Is there a strong commitment from top management to developing the executive?
Yes: The firm must have a true desire to retain and develop the coached executive.
No: Do not engage a coach if the real agenda is to push the executive out or to fix a systemic issue beyond the control of the coached individual.

Does the focus of coaching engagements shift?
All but eight of the 140 respondents said that over time their focus shifts from what they were originally hired to do.
“Absolutely! It starts out with a business bias and inevitably migrates to ‘bigger issues’ such as life purpose, work/life balance, and becoming a better leader.”
“Generally no. If the assignment is set up properly, the issues are usually very clear before the assignment gets started.”

What should you look for when hiring a coach. Here's how various qualifications stacked up. 

Coaching borrows from both consulting and therapy


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