Is Coaching right for me and my organisation?
1. How valuable is the individual’s performance and potential to your organisation?
When it’s delivered well, executive coaching has the potential to bring about profound results. Coaching should be reserved for people who are critical to your organisation’s success, or its future success. In general, this includes heads of major business units or departments, technical or functional specialists, and young or inexperienced leaders who show particular potential. A coach must have the experience and expertise to grasp quickly a leader’s situation, challenge assumptions and choices, and bring credible, fresh ideas to the table. Given the influence a coach can have on an executive’s decisions and actions over the course of a typical six-to-12-month engagement involving bi-monthly meetings, regular phone calls and e-mail check-ins, it is essential to ensure your coach is well qualified and has the right chemistry with the coachee to make a difference. Beth will work with you to develop a coaching partnership that is based on trust and integrity and to allow you the space you need to think clearly about what you want to achieve and how you can get there.
2. What challenge is the individual is facing right now?
Beth is passionate about people. Professional relationships, organisational
and behavioural change are what executive coaches know best. When an
executive is struggling to learn how to best manage themselves and engage
others, executive coaching can be a very effective intervention.
Challenges that include professional development and leadership dynamics are well suited to a coaching solution. Similarly, increased responsibility and the move from manager to leader or strategic thinker is also likely to benefit from a coaching input. New managers, or those who have specific, technical expertise and are moving into a more people facing role are another instance in which coaching will be extremely valuable.
3. How committed and able will the executive be to working with a coach?
The coachee has got to want to change. A bright, motivated coaching client can meet most challenges. A bright, unmotivated one is unlikely to see results. Working with an executive who has been pressured into coaching by his manager or human resources department can be extremely challenging, although it’s not impossible. Coachability is important. Coachable executives readily share their experience. They are realistic about their strengths and weaknesses. They learn from others but do it their own way, taking responsibility for whatever happens.
4. Are key people in the organisation ready to support this person’s efforts to grow and change?
Changing the way you think and behave is tough even when you have support from others. When key leaders above or beside you are indifferent, sceptical or hostile to changes you’re trying to make, things can become exponentially more difficult. Coaching works best when key people in the executive’s world stand solidly behind them. They need to provide tailwinds, not headwinds. Coaching relationships in a vacuum of support fall apart before any goals are achieved.