Executive Insights
Volume 17, Number 2
The New Face of Executive Coaching
The general manager of a large automotive products division had
completed the evaluation portion of annual performance reviews on
each of his direct reports. He conferred with a management consultant on developmental needs and opportunities before holding individual meetings with his charges to share his conclusions.
Some were doing very well and were growing naturally into their
roles. Others were clearly in need of developmental experiences,
especially with the division’s aggressive new strategy looming.
At the start of his review meeting with the head of marketing, the
GM told her that the management consultant would be sitting in on
the last half of the meeting. He went on to explain that her contributions were valued, but her responsibilities were growing exponentially and it was his belief that she should spend time with an executive
coach.
The office became quiet as the marketing VP turned somewhat
sullen. Her mind lurched. What could possibly have gone wrong
that she was being singled out for coaching? Wasn’t that for poor
performers?
Suddenly her thoughts were pushed back to the meeting. “I’d like
to introduce you to someone,” said the GM, while paging his assistant
to send in the guest. The marketing VP did not have time to think
more negatively as the consultant strode into the room with an affable
smile.
The three met for more than an hour. The consultant explained the
coaching process in detail. He told the marketing VP that she would
have the opportunity to help choose the right coach for her needs. At
the end of the meeting, she was reassured that this was a privilege,
not a penalty. This was not remedial intervention, but an opportunity
for individual growth and development to meet the challenges of the
new business strategy.
The Vanishing Stigma of Coaching
Practiced by management psychologists for decades, often in cases
where executives needed an objective look at their interactions with
those around them, coaching has carried somewhat negative connotations. Many such engagements were targeted toward faltering
executives, or those that needed help with their people skills. But
that has changed.
Coaching has surged in popularity in recent years, gaining increasing acceptance as a high-impact tool for executive development. At
the same time, it is being offered by a growing number of practitioners, and finding broader and farther reaching business applications.
Following is a review, and preview, of current and future trends in
executive coaching—also known as individual executive counsel—as
well as advice on how to ensure a productive coaching experience.
Beyond Remedial Intervention
The most notable evolution in the practice of coaching has been its
increasing focus on the development of current and future senior
management. Several business conditions are responsible for the
emphasis on the high performing manager.
First, organizations have become more sensitive to how they
apportion development resources. They have found that these
resources net a greater return on investment when directed toward
individuals who drive the business or those who soon may be.
Coaching has benefited from management’s growing awareness of
the value of proactively developing high-potential individuals in
preparation for future roles.
While not a substitute for broad organizational exposure or bigger
job assignments, coaching can accelerate professional growth by both
reinforcing and expanding upon such learning experiences.
A second reason for the broadening use of coaching is today’s
business environment. Rapid change can quickly compromise an
inflexible organization’s ability to compete. Understanding that swift
adaptation is essential to strong performance, astute executives are
trying to grease the gears of individual and organizational change.
A skilled coach understands the intimate connection between an
executive’s behavior and business success and can help facilitate
adjustments in behavior that result in a tangible contribution to
business agility.
Impact at the Top
Highly effective people often have a greater affinity for growth and
change. They tend to be flexible, open minded, self aware and developmentally focused. These characteristics contribute to their success
and also allow them to achieve rapid gains from executive coaching.
Such people experience the value of coaching in a variety of ways.
Many cite the leadership paradox, that is: the higher you rise in the
organization, the less likely you are to receive candid feedback.
Valued information recedes at a time when an executive’s greater visibility invites higher levels of scrutiny, decisions become increasingly
pivotal and mistakes prove more costly. A seasoned coach fills the
gap by providing candid, objective counsel.
Others appreciate the opportunity to sound out ideas without inadvertently creating a commotion in the organization. They cite instances
when casual mention of a developing thought or a nascent strategy
served as an unintended call to action for overly eager subordinates.
Many say coaching provides insights about their leadership and
better understanding of their impact on the team. Those who have
experienced coaching generally share the belief that trusted counsel
adds leverage to their strengths while helping them to avoid some
of the potential roadblocks to effective leadership.
Linking to the Business
A number of elements must be in place for the coaching relationship
to work at the executive level. First and foremost, the coach must be a
trusted and reliable confidante. Additionally, he or she must possess a
high comfort level with senior management and a keen understanding
of the issues and challenges leaders face.
It is clear that the perceived value of coaching at the top is directly
correlated with how closely the work is tied to the critical issues
confronting senior executives. Most CEOs have little patience for
individual counsel that is only tangentially related to these things.
Coaches who listen actively, think flexibly and offer their perspectives candidly best serve top management.
With the shift in its target and as the stigma has receded, coaching
has ushered in a broader array of techniques. Coaches now have the
freedom to be where the action is instead of being constrained behind
closed doors.
One example is the technique of shadowing, where the consultant
accompanies the executive through parts of a workday. It may
include sitting in on meetings and watching the executive interact
with colleagues. This gives the coach a clearer picture of the unique
challenges of the individual’s role. Feedback based on these
observations has greater relevance and impact than counsel rooted
exclusively in individual assessment or 360-degree data.
A Discussion of Key Management Issues
Innovations have also extended beyond the workplace. Taking the
coaching interaction away from the harried pace of the office to a
more recreational setting often provides a welcome shift in routine
and context.
Regardless of the specifics surrounding an executive coaching
engagement, the basic ingredients for a relationship that spurs individual growth and change will probably always remain the same.
Five Success Factors for Effective Coaching
The following conditions must be present if coaching is to provide value
to the individual and to the business. If any one of these is missing, the
engagement should be refocused, redefined, or possibly terminated.
1. A motivated executive
No amount of coaching skill or effort will spur development in a
reluctant participant. Captive executives who have been given the
order to change or else tend to make insincere or unavailable change
partners. While skeptical managers may come around and ultimately
benefit from a constructive coaching relationship, a helpful rule of
thumb is: don’t waste resources on the highly resistant.
2. Unequivocal organizational sponsorship
Executive coaching should not occur in isolation from other internal
developmental opportunities, but in concert with them. Coaching
is most effective when the executive’s superior contributes to the
process and takes an active interest in the outcomes. This results in a
higher level of credibility and relevance, and also increases accountability. A disinterested superior—or one who is threatened by the
increased capabilities that coaching can bring to a subordinate—will
lessen the benefits to the organization.
3.
Coaching goals that are specific, observable and business
relevant
A goal such as “he will be a better meeting facilitator” is too general
and intangible. However, “he will conduct staff meetings with a brisk
pace and a drive for closure” is concrete and specific. The focus of
the work is clear and allows progress to be witnessed. This example
has another important quality. It is linked to a true business need.
That link must be made at the front end by identifying objectives that
tie individual behavior change to business benefit.
4. A balanced relationship of trust, concern and objectivity
Coaching engagements have somewhat artificial and awkward beginnings because they are initiated as a business contract to undertake a
professional, yet personal relationship. The relationship must soon
progress to a high level of mutual trust and concern if it is to provide
value. At the same time, it is essential that a sensitive balance be
maintained. An executive coach is not a best friend or a psychotherapist. The relationship needs to become “professionally intimate,”
but not so close that the coach’s objectivity is compromised or the
executive’s personal life is put under the microscope.
5. The ongoing commitment of the coach
A productive coaching relationship can last for six months to two
years or more. While the coach is not responsible for the participant,
he or she does have a responsibility to the participant. That responsibility includes an ongoing commitment of energy and time, a belief
in the executive’s ability to achieve goals, and a bias for innovation.
If the coach loses confidence in the executive, grows weary of the
engagement or becomes highly predictable, the relationship will
cease to be a catalyst for growth.
Choosing a Coach
When considering implementing a coaching initiative in your organization, evaluate potential coaches on these Four Characteristics of an
Effective Coach:
1. Is seasoned and experienced
Coaching expertise is not something gleaned from a book or learned
overnight. It is a skill that is forged through education, honed with
supervision and polished by experience. When meeting with coaches,
ask for qualifications and references. Find out about his or her experience with regard to business sector, company size and management
level.
Copyright © 2000, RHR International Company
2. Fits the situation at hand
Even with relevant experience, a coach may not be an effective complement to a given organization or manager. For example, a coach
with a flamboyant style may be incompatible with a conservative
company culture. Assess whether the prospective coach seems like a
suitable business partner for both the executive and the organization.
3. Possesses a broad, insightful and patient perspective
Coaching focuses on the relationship between one executive and a
complex system of people, activities and objectives. Effective coaches are concise and ask informed questions about the organization
and the executive before signing on for the work. This is essential to
understanding the larger context.
4. Establishes a framework before the work begins
It is the responsibility of the coach to introduce a framework for the
work at the beginning. The guidelines and boundaries of the relationship must be discussed, tailored and agreed upon before the work is
initiated. The discussion should result in a clear agreement on the
nature and limits of confidentiality, the components of the development process and a general time frame for achieving goals.
If the coach is unfamiliar or indifferent to this process, consider
interviewing another coach.
Looking toward the Future
Individual executive counsel is always practiced to support the goals
of the business. The next evolutionary step may prove to be the
growth of programmatic executive coaching as an instrument to
accelerate organizational change. Several corporations have engaged
a coordinated team of executive coaches to work with large numbers
of their top managers. Typically this program is introduced when a
critical change in strategy, structure or systems is followed by a costly
lack of change in management behavior. The mandate for the program is clear: help executives to display the actions and practices that
will drive the organization’s new imperatives.
Coaching is a developmental process with a variety of applications. Though it remains a popular remedial tool for faltering executives, the practice is focused increasingly on high-potential and senior
managers. It is designed to help spur the kind of growth that prepares
executives for future assignments and maximizes their performance.
The field has entered a phase of expanding growth and innovation,
but the basics of good coaching remain the same. Choosing coaches
who possess the right characteristics and who practice in an enlightened manner ensures that the individual and the organization will
extract the highest value the process offers.
RHR International pioneered the field of corporate psychology.
For half a century, we have provided advice and counsel to
executives to increase both individual and organizational
effectiveness.
RHR consultants specialize in assessment-based development
of individuals, groups and organizations. They are psychologists
who are experienced at helping companies implement business
strategy and achieve business objectives through people.
RHR has offices in the US, Canada, Belgium, Germany,
Russia, and the UK. For more information on our services, or if
you would like to be added to our mailing list, please contact:
RHR International Company
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Wood Dale, Illinois 60191 USA
Telephone: 630/766-7007
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www.rhrinternational.com
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