| Are you working in a company or law firm where | | | | - Supporting your 360 degree feedback team to |
| leaders choose executive coaches as part of a | | | | champion your success |
| leadership development program? Does your | | | | If your executive coach doesn't raise these points |
| organization pick executive coaches who are a | | | | in your initial conversations, make sure they're |
| great fit with the company culture? | | | | included in the coaching process. Your executive |
| One of the most powerful questions you can ask | | | | coach can provide the most value to you and |
| is "Will my executive coach also work to influence | | | | your organization when all key players actively |
| people at my workplace to support me in | | | | support coaching clients getting better. Both the |
| achieving my coaching goals and getting better?" | | | | coachee and organization benefit from the |
| Emotionally intelligent and socially intelligent leaders | | | | process. |
| have a clear plan for selecting seasoned coaches | | | | It is possible to coach a company leader without |
| who can also work with the organization to help | | | | active involvement with the organization. |
| you reach your goals and add more value to both | | | | However, my experience in coaching leaders over |
| you and your organization. | | | | the past twenty years suggests that the more |
| Influencing Others Perception of You | | | | the coach knows about the context or workplace |
| Behavioral change is not the only executive | | | | environment the more effective he can be. |
| coaching goal. Executive coaches also help | | | | Behavior does not change in a vacuum. |
| colleagues become aware of the changes you | | | | sometimes changing the environment or culture |
| make, invite them to become involved in your | | | | can provide the necessary conditions for behavior |
| development and possibly change their behavior in | | | | change to take place. It takes a lot of openness |
| relation to you. A qualified, experienced executive | | | | and trust on the part of the organization to allow |
| coach can influence others perception of you by: | | | | the coach to partner with the organization as well |
| - Coaching your relationships while helping you | | | | as the executive coaching clients. Working |
| improve | | | | collaboratively with both the coachee and his/her |
| - Collaborating with your company to ensure the | | | | organization can maximize the success of the |
| environment is conducive to success | | | | coaching engagement. |
| - Challenging others' assumptions that you are the | | | | Working with a seasoned executive coach trained |
| only one with a problem | | | | in emotional intelligence and incorporating leadership |
| - Contracting with key colleagues to determine | | | | assessments such as the Bar-On EQ-i and CPI |
| their desired outcomes of the coaching process | | | | 260 can help you achieve success by influencing |
| and assessing their willingness to share feedback | | | | others in your organization to have a stake in |
| and participate in conversations | | | | your success.. You can become a leader who |
| - Facilitating conversations between you and | | | | models emotional intelligence and social intelligence, |
| colleagues to share coaching insights, development | | | | and who inspires people to become happily |
| plans and new expectations (in both directions | | | | engaged and aligned with the vision and mission of |
| - Helping you receive ongoing feedback on | | | | your company or law firm. |
| relevant behaviors | | | | |