| Are you working in a company or law firm where | | | | coach selection: good fit and credentials. Beware |
| leaders select executive coaches as part of a | | | | of deciding upon the look and feel of a good fit. |
| leadership development program? Does your | | | | Effective coaches are adept at personal |
| Human Resources Department have a plan to hire | | | | relationships, and each has a unique style and |
| seasoned executive coaches who are a great fit | | | | manner. Be sure to balance feeling comfortable |
| with the company culture? | | | | with the person against your need to be |
| One of the most powerful questions you can ask | | | | challenged as you grow. You must believe a coach |
| is "What roles should a coach not play when our | | | | can help you change. |
| company leaders select coaches?" Emotionally | | | | As for credentials and training, the |
| intelligent and socially intelligent leaders are highly | | | | executive-coaching field is not associated with |
| selective when picking the right executive coaches | | | | traditional career paths or specific educational |
| for their executive coaching and leadership | | | | backgrounds. Most coaches enter the practice |
| development programs. | | | | after a gradual evolution from roles in related |
| Roles a Coach Should Not Play | | | | areas. |
| Coaching methodologies vary widely. Some begin | | | | Coaches may come from internal HR |
| with 360° assessments; others use in-depth | | | | departments and specialize in leadership |
| interviews. Regardless, your coach should clearly | | | | development or organizational effectiveness. |
| define the process' start, developmental plan and | | | | Others have external consulting experience and |
| conclusion. | | | | specialize in organizational change. Some come |
| A good coach will consciously avoid roles that | | | | from the counseling and psychology fields. Many |
| hinder your ability to take independent action:o | | | | have years of business experience in executive |
| Cheerleader: Coaches should not give positive | | | | offices, while others are retired CEOs. |
| reinforcement from the sidelines for everything | | | | What really matters is the coach's ability to |
| you do.o Therapist: Coaches should not deal | | | | understand and work with individual and |
| strictly with your personal adjustment and | | | | organizational dynamics. Make your selection only |
| psychological issues, even if they're qualified and | | | | after you have a solid understanding of the |
| licensed to do so. Your coach must continually | | | | coaching relationship and process. |
| assist you in the context of your organizational | | | | Working with a seasoned executive coach trained |
| performance and business goals.o Executor of the | | | | in emotional intelligence and incorporating leadership |
| Boss's Wishes: Coaches should do more than | | | | assessments such as the Bar-On EQ-i and CPI |
| force you to conform to a superior's | | | | 260 can help company leaders have a productive |
| expectations, even when given an agenda when | | | | coaching experience. You can become a leader |
| hired.o Shadow Manager: Coaches cannot advise | | | | who models emotional intelligence and social |
| you on business decisions or act on your behalf.o | | | | intelligence, and who inspires people to become |
| One-Sided Advocate: Coaches must look at all | | | | happily engaged and aligned with the vision and |
| viewpoints and resist taking one side. | | | | mission of your company or law firm. |
| Two loaded and complex issues often arise during | | | | |