Becoming an Exceptional Executive Coach: Use Your Knowledge, Experience, and Intuition to Help Leaders Excel
Michael H. Frisch, Karen L. Metzger, Jeremy Robinson
Language: English
Pages: 288
ISBN: 081441687X
Format: PDF / Kindle (mobi) / ePub
Coaching is more than simply learning a process and set of skills. Exceptional coaches draw on their professional experience, knowledge of organizationally relevant topics, strong helping skills, coaching-specific competencies, and most important, their ability to use their own intuition in the service of the client. "Becoming an Exceptional Executive Coach" is the first book that brings all of these elements together to guide readers in developing their own personal model of coaching. Beginning with a self-assessment, readers will examine the core content areas crucial in any coach's work, from engagement and goal setting to needs assessment, data gathering, feedback, and development planning - and then learn how to combine that knowledge with the unique perspective they bring to the table as individuals in order to achieve maximum coaching effectiveness. Each chapter includes a case study that brings the practice of coaching to life. Tools include charts, development plans, contracts, and more, plus ongoing discussion of the role of coaching in organizational contexts.
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use of coaching. Shadowing a client works best in organizational cultures where coaching is widely used, seen as positive, and colleagues are mutually supportive of their development. You can influence the degree of stakeholder involvement, informed by your Personal Model of coaching. Your preferences about contact with stakeholders reflect your beliefs about how best to foster change. Some coaches make the involvement of stakeholders, both as contributors to development planning and as
guide you, especially in early sessions. Trust … based on client safety and clear confidentiality guidelines Honesty … based on your observations and fostering client openness Caring … based on your empathy and connection with the client Credibility … based on your professionalism and command of the process Throughout the entire engagement, it is vital to maintain trust, honesty, caring, and credibility. These characteristics are even more critical in the early stages when anxiety may be high
coach-client partnership, and making it overt may help the client understand how to work with the coach to get the help that is needed. While she might have done all that in the session when it happened, time doesn’t always allow for a complete discussion. Nothing is sacrificed, and a time lag may even be beneficial, allowing the coach to go back to reflect on a lesson and, in a subsequent session, to highlight that learning with the client. 84———— American Management Association • www.amanet.org
accurate as your coaching experience increases. Sources of Information for Evaluating Coaching Just as feedback was used to create your client’s development plan, it can also be used to help determine client progress. As an engagement advances, your client’s behavior during sessions with you is an important indicator of progress. Being prepared, keeping appointments, following through on commitments, and other behaviors are telling signs of client progress. In addition, your client’s and other
ongoing feedback is an important element in their Personal Models. For other coaches, it can be accom- 190———— American Management Association • www.amanet.org WHAT HAPPENED: SELF-REFLECTION AND EVALUATION plished as a more joint effort, consistent with your responsibility to keep in contact with sponsors after a development plan is in place. Their opinions and observations about your client’s behavior are important guideposts for your work. Whatever way the observations are obtained from