| It seems that coaches are everywhere
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| | game, not to ferret out and fix every
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| these days.Senior Executives are hiring
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| | flaw. The best results are achieved by
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| coaches in increasing numbers, and for a
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| | focusing on strengths, not weaknesses.Of
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| wider variety of reasons.In the past,
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| | course the right coach will help you
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| coaching was viewed primarily as a
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| | identify and correct major stumbling
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| remedial tool for executives whose
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| | blocks to progress. However, the primary
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| careers were skidding. Today more and
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| | focus should be maximizing your
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| more leaders use coaches on a
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| | strengths, so that your weaknesses become
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| consultative basis, for everything from
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| | irrelevant.5. Confidentiality Is KeyA
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| accelerating leadership transitions to
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| | sense of trust and safety is critical to
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| facilitating board, shareholder and
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| | a productive coaching experience.
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| employee relations.Today's leaders
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| | Coaching isn't therapy, but you should
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| proactively seek coaching to build on
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| | feel comfortable revealing any relevant
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| strengths, accelerate initiatives and
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| | information to your coach.It's not
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| identify potential derailing obstacles
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| | uncommon for personal issues to arise
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| before they cause serious damageWhile
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| | that are not entirely business-related,
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| locating a coach may be as simple as
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| | but affect outcomes for better or worse.
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| asking a colleague or entering a few
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| | Make sure your coach has a
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| words in a search engine, finding the
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| | confidentiality policy with which you're
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| right one for your specific needs can be
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| | comfortable.6. Look for Psychological
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| a bit more difficult.So how do you locate
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| | Savvy While advanced degrees aren't any
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| a coach with the right skills and
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| | guarantee of effectiveness, a
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| expertise that match your needs? And once
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| | psychologically informed coach can help
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| you get started how can you work with
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| | you use interpersonal dynamics to finesse
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| your coach to benefit the most from the
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| | conflicts and reduce any negative impact
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| experience?Over many years of working
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| | on company performance.A good coach will
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| with senior executives, we have
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| | be multifaceted - able to combine
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| formulated 9 practical suggestions. To
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| | one-on-one coaching with effective team
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| gain the most from your coaching
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| | intervention as needed. Knowledge of
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| experience, follow these guidelines:1.
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| | both interpersonal and group dynamics is
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| Define your goals
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| | important to successful outcomes.7.
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| What are your most immediate goals?
| |
| | Value Honesty The best coach isn't afraid
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| What long-term results are you seeking?
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| | to tell you the things you need to
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| By considering your objectives in
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| | hearRemember, the higher up you are in
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| advance, you'll more rapidly identify the
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| | the company, the harder it is to get
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| best person to work with.Some common
| |
| | honest information. People around you
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| reasons why Executives seek coaching:
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| | have a vested interest in keeping you
|
|
| |
| | happy. Many of them may also fear a
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| accelerate career advancementincrease
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| | "kill the messenger" response.It's easy
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| leadership effectivenessimprove
| |
| | for coaches with minimal training to fall
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| presentation and communication
| |
| | into a trap of giving feel-good answers.
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| skillsimprove negotiation skillsreduce
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| | After all they risk being fired if they
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| stressenhance career transitionsprovide
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| | give advice the client doesn't like.Dr.
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| insight for more objective
| |
| | Steven Berglas, former Harvard
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| decisionsimprove interpersonal and team
| |
| | psychiatrist and instructor at UCLA's
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| relationshipsassist with crisis or change
| |
| | Anderson school, explained in an
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| leadershiphelp lead culture changeenhance
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| | interview with Chief Executive Magazine,
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| executive hiring decisionsimprove
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| | "A lot of times consultants and coaches
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| delegation and reduce time
| |
| | are deemed great because they're adding
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| constraintsplan retirement or the next
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| | syrup to a sundae. They just go along;
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| career
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| | they're 'gaysayers' and proponents." The
|
|
| |
| | CEO may feel good, but little progress is
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| 2. Establish Rapport You want a coach
| |
| | made. In fact, according to Berglas, an
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| who listens. The best coaches are
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| | "alarming number" of coaches who lack
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| objective and unbiased. They save
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| | psychological training hurt their clients
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| insights and recommendations until they
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| | more than they help them.Instead of
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| have listened, assessed and fully
| |
| | looking for consensus, weigh your coach's
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| understood your situation.There's no
| |
| | input before you make your own decision.
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| formula for assessing rapport in advance.
| |
| | After all, that's what you're paying
|
| And no credentials or testimonials will
| |
| | for.8. Give your coach access. Make it
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| allow you to figure this out. You'll get
| |
| | easy for your consultant to do his or her
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| a "gut feeling" in your initial
| |
| | job. Allow ample rein to inquire,
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| conversation or two whether this is the
| |
| | research, survey, whatever it takes to
|
| right collaborative relationship. If the
| |
| | thoroughly understand the issues and,
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| feeling isn't there, don't make the
| |
| | most importantly, get you the information
|
| assumption that things will get better
| |
| | you need.Locating the right coach for
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| over time -- keep looking.3. Be Yourself
| |
| | your needs can be tricky but these
|
| The right coach will help bring out your
| |
| | guidelines can increase your chances for
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| best, not try to change you into someone
| |
| | success. They will help you launch an
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| else. One sure way to recognize a poorly
| |
| | ongoing, beneficial partnership with
|
| trained coach is if he or she recommends
| |
| | your coach and keep it that way. With
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| a categorical change based on a textbook
| |
| | the right collaboration, you'll find that
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| standard. Experienced coaches can
| |
| | you can significantly compress the time
|
| pinpoint specific areas where a small
| |
| | you need to achieve your most important
|
| change can lead to a significant
| |
| | goals.© 2005 Dr. Robert Karlsberg & Dr.
|
| result.There's no point in trying to
| |
| | Jane AdlerDr. Robert Karlsberg and Dr.
|
| become someone you're not. You'll
| |
| | Jane Adler are senior leadership
|
| squander precious energy and become less
| |
| | consultants and founders of Strategic
|
| effective. The right coach won't try to
| |
| | Leadership LLC. They coach senior
|
| change you just for the sake of change.
| |
| | executives who want to maximize
|
| Find a coach who'll help you be your best
| |
| | performance, facilitate transitions and
|
| self.4. Look for a positive focus A
| |
| | accelerate major change initiatives.
|
| coach is there to help you improve your
| |
| |
|
