| Despite the fact that executive coaching proved | | | | They strive to succeed but make mistakes along |
| to be almost recession-proof, many coaches | | | | the way. They are usually able to see a broader |
| hesitate to train and master this field. The | | | | picture, yet still suffer from embarrassing |
| 'Executive' is often perceived as being a tough | | | | blind-spots. They struggle to balance their personal |
| target for coaches to hit. Executives are | | | | lives with their careers. Worst of all is the fact |
| important busy people. They are remote, hidden | | | | that their position often insulates them from |
| behind layers of secretaries, assistants and | | | | others, and limits the number of people that they |
| underlings. They are aloft, sailing above us all in | | | | can communicate with freely. |
| their corner offices and business networks. They | | | | A coach, once he won the executive's trust, |
| are tough, brisk, and efficient. They are cunning, | | | | actually have his job easier than when coaching |
| charismatic and posses a bourn tendency to | | | | other people. Executives are used to consider |
| command. They are also pure fiction. Or at least - | | | | facts and look for results. They are trained to |
| the imaginary portrait of them that I just painted | | | | separate their emotions from the matter at hand, |
| here is. | | | | and their job requires them to consider the long |
| The truth is that executives are people. They | | | | term as well as the immediate situation. These |
| have problems just like any other people; often | | | | are all things that a coach often struggles with his |
| more than others, because their lives tend to be | | | | client to achieve. Executives are used to plan and |
| more complicated. Most executives do posses | | | | to act, thus making it much easier to get tangible |
| some qualities of excellence or they would not | | | | coaching result. Meaning your coaching succeeds |
| have been promoted to their rank. However, such | | | | faster and more often. And not less important - |
| qualities mainly have to do with their professional | | | | one can usually charge them more for coaching. |
| side. It does not necessarily mean that they | | | | The myth of the executive as a tough client |
| possess any special wisdom or superiority in other | | | | probably reflects the perceived difficulty in |
| fields. | | | | marketing coaching to executives. But it is not |
| Strip away the power suites and polished offices, | | | | true that coaching them is difficult. If you thought |
| and you find that executives are as human as | | | | that executive coaching training is not for you, |
| any other. They have good traits and bad habits. | | | | think again. |