Posted by: Nancy Raulston on: May 27, 2009
Executive coaching can take many forms, depending on the desired outcome. It is useful to set up guidelines in advance, touching on the following aspects:
Our Philosophy on Executive Coaching
In our experience, coaching centers on two types of conversation. In the first type of conversation, the coach gives advice utilizing behavioral feedback about specific actions, behaviors and strategies. This type of coaching focuses on specifying what a person should do and how they should do it.
In the second type of conversation, the coach and the executive explore how the individual thinks about the situation and how their “mindset” influences their choice of behavior. This “orientation focus” exposes assumptions and requires more questioning about the reasoning and beliefs that lead to action.
We find that both kinds of “coaching” are important in enhancing executive performance. While short term change in an executiveís behavior requires focus on behavior, long term change requires a deeper exploration about how the executive conceptualizes his or her role, style, and the value he or she needs to bring to the organization.
Our Approach
Where possible, measurable outcomes for the coaching process should be connected to the organizationís business goals. These outcomes can be constructed by:
Coaching outcomes should be measurable and associated with a specific timeframe. The outcomes should include only those areas which are completely within the power of the executive to achieve. They should be agreed upon by the executive, his or her manager, and the coach. Measurement methods and provisions for regular feedback from the manager should be arranged.
The Focus
Executive coaching is not therapy. Although many coaches are trained in psychology, and the coaching relationship may naturally touch on the executiveís feelings or how his or her behavior in aspects of his or her personal life result in issues similar to work, the focus of the relationship should be on business-related behavior.
The Framework
The key to successful coaching is regular, structured contact. It is helpful if a three-way relationship can be constructed with the executive, his or her manager, and the coach. The roles for each member can be negotiated, but it is important to combine behind the scenes work to explore alternative behaviors with real time observation as the executive begins to try these new behaviors.
Frequently it is helpful to begin the coaching relationship with some kind of data gathering, so that the coach can present the executive with the real costs of the behavior. It is also vital to hold a three-way conversation with the executive, the coach and the manager, so that all parties agree on the objectives, timeframes and roles.
The executive and the coach should meet regularly, gathering feedback on how the new behaviors are working and exploring the next challenge the executive will face. As desired, the coach may also observe the executive in these situations, in order to allow more detailed feedback.
Frequency, Location and Format for Coaching Sessions
The coach provides value by giving the executive both objective feedback and suggestions about alternative behavior. In order for this feedback to be specific and helpful, the coach needs to observe the behavior directly (as well as to gather data about the reactions of others to the behavior). Therefore, the coach must be allowed to observe the executive in action (allowing for the desired confidentiality of the coaching relationships, as well as the continued effectiveness of the executive).
Therefore, at least at first, much of the coaching sessions need to be in person. The coach can combine one-on-one sessions with observations of the executive at meetings and/or data gathering using instruments or interviews. For the most part, feedback and suggestions for alternate behaviors should be made in private to the executive. The coach may make separate recommendation for the executive to read, attend workshops, or engage in additional training beyond the scope of the coaching relationship. Agreements for these should be made separately and specifically, not necessarily assumed to be covered by the coaching contract.
The time frame, frequency of meeting, and payment terms should be agreed upon by the executive, the coach, and the representative of the client organization. Since change takes time, a minimum of 2-4 hours a week for the first month (in person as much as possible), two hours twice a month for two additional months, and monthly check-ins for three additional months is recommended.
| Month 1 | Month 2-3 | Month 4-12 |
| 2-4 hours/week | 2 hours, twice a month | 1-2 hours monthly |
| in person (on site) | in person/phone | in person/phone |
Confidentiality
Specific provisions for confidentiality should be made at the beginning of the coaching relationship. It should be stated directly who knows about the relationship, and what explanation will be given for the coachís presence. It should also be stated directly who has access to any data gathered by the coach, and whether the coach will report separately to the executive’s manager. Any other limits to the relationship should be stated expressly during the contracting period.
