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Download pdf file: ExecutiveCoaching.pdfe
Executive Coaching
By Barbara Pate Glacel, Ph.D., in Corporate Woman
Executives in organizations today are facing
a world never seen before. Change is happening around us in
such magnitude that the lessons of the past don't necessarily
bode well for the present, much less the future. Constant
and continuous learning is the only way to prepare for the
future and continue to lead. Helping an executive to face
this challenge is an executive coach.
The coach is not prepared to fix a problem executive,
but to help someone who has been successful to continue that
success. All of us have rough edges that need to be ironed
out, for sure. The coach can work on those, too. But most
often the coach is a mirror and a sounding board to the executive.
Too often, executives live a feedback-starved existence. So,
the coach can be honest and direct in reflecting back to the
executive how behavior affects others in a constantly changing
world.
Coaching is about learning. It is about discovering
where the executive is presently, what is the future direction
needed and wanted, and laying out a path to get there. It
is a mutual process between coach and executive.
Leadership is situational and there is no one
best way. That means the coach and executive are partners
in trying new behaviours that must be practiced right in front
of the organization and all other viewers. There may be some
shocks along the way that facilitate future learning and change.
This humbling experience requires an executive who knows oneself
well and has the humility to ask for help from others.
Nine Guidelines
- Make coaching a regular part of your
leadership development program at all levels.
- Internal coaches and mentors are appropriate
for high-potential and first-line leaders.
- External coaches provide confidentiality
and safety for mid-level and senior leaders.
- Chemistry is important. The coach and
leader must get along and respect one another.
- Regular time must be set-aside for coaches
and leaders to meet together. Real-time learning doesn't
mean learning only "on the run."
- A reflection process using the EIAG
model (Experience, Identify, Analyse and Generalize) should
follow every executive action.
- Enlist the aid of boss, subordinates
and peers by making development goals public. Ask for frequent
feedback.
- Make performance appraisal and reward
congruent with executive coaching methods and results.
- Allow for mistakes and learn from them.
Executive behavior and behavior change is not always perfect
the first time around.
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Barbara Pate Glacel is CEO of VIMA International,
The Leadership Group, in Burke, VA, and co-author with Emile
A. Robert, Jr. of Light Bulbs for Leaders: A Guide Book for
Team Learning (John Wiley & Sons, 1996). VIMA International
focuses on increasing learning and performance by individuals,
teams and organizations.
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