Wednesday 22 July 2009

The Changing Role of the Professional Coach...

As this economy becomes tighter and the cycle continues to be unforgiving, the role of the 'Executive Coach' has changed and needs to evolve with the conditions.

Whether you're working with a Coach or thinking about it, here are a few reflective pointers I think are relevant to the discussion. For many of course what I'm advocating may well be the norm.

  • Coaching is about CHANGE and in a work context it usually involves being able to either acquire new skills or effect a step change in PERFORMANCE in some area of your work. .....ACTION is required!
  • A good Coach should be comfortable in holding 3 way conversations. (called tri-partite contracting) This involves you-the Coachee, the Organisation and the Coach. The essence of good Coaching is CLARITY- A good Coach must inspire confidence in all their dealings with you and the Business.
  • A Coach must be able to decipher the needs of the Organisation, understand where you are in that equation and with you, devise a Coaching Plan that allows you meet those expectations in a way that positively impacts your Performance. That's why Coaching is both Valued and Valuable (prized and priced) 1 to 1 Rolls -Royce treatment!

  • Coaching is usually 1 to 1. When effective, it can impact 30/40 others where more Senior people are involved. If this is not happening, you're probably NOT being Coached. You should challenge that. Effectiveness is not just in the 1 to 1 outcome but more so the wider organisational IMPACT of this quality work

  • Much of Coaching is about understanding you in a given situation or with others when you just don't 'play at your best'. Your Coach should be able to help you cross that divide from one side to the other. I call this 'partitioning' my work. We move from understanding you in a situation to HOW to play at your best with this situation/relationship in the future. It may require some SKILL BUILDING. Your Coach should have ideas of what may work and know how to tailor to best suit your needs.

  • A good executive Coach should have an extensive business background to draw from and be able to accelerate you acquiring these new skills. A good coach should be able to talk about models, frameworks approaches for your problem. If not there and then, they should be able to find useful information for you

  • Because you're busy, a good Coach will have more time than you (that's part of what you pay for) and should be able to do some work for you between sessions. This can be researching, thinking, designing, structuring. Coaching is about 'Adult to Adult' relationships and in that way your Coach should be 'shoulder to shoulder' with you in their desire for you to succeed in true partnership fashion

  • When you come to giving Feedback to the organisation/your boss, a Coach should be able to see how to structure that in a way that will work best and lead and shape that discussion with you so it's a successful outcome.

  • Many Coaches feel they should not express an opinion on topics because 'the coachee has all the answers'. I say yes and no to that. Coaching is not Consulting or Mentoring, but, you too have a voice in this relationship. With that comes responsibility. Therefore, how you position what you say and being clear your role is to balance the welfare of your Client with the requirements of the business your skill here is not just desirable but essential. In my experience, if the Coach manages themselves well and their intent is honourable. this generally results in a positive outcome. In a 3 way relationship this is really just a 'win/win/win'
  • Go on rate your own Coach out of 10 and let me know what your experiences are!



1 comment:

life coaches said...

As a Life Coach you had to know how to coach. Now it seems you don't, but you do need to know how to market yourself online and you do need to know how to oversell and make promises you cannot keep.