Executive Coaching: Let's Not Forget the Basics
“Success is neither magical nor mysterious. Success is the natural consequence of consistently applying the basic fundamentals.” - Jim Rohn
Josh Bersin’s blog post, How People Learn: It Really Hasn’t Changed, talks about how L&D professionals need to expand their concept of training and at the same time not lose sight of the fundamentals.
The thought occurred to me after reading his post that the same could be said of executive coaching. The field has changed introducing new approaches and methodologies. Change is good. However, we shouldn’t lose sight of the basics, which are critical to a successful coaching engagement. Bersin refers to 4 “jewels” he wants everyone to keep in mind and I’d like to apply them to coaching.
1. Mastery Means Being Able to Apply Knowledge
Bersin refers to a “master” as someone who does not only know the basic principles and practices of a subject; they also have the ability to apply it among a wide variety of conditions. The example he gives is that of a master carpenter who can draw on what he knows and can build almost anything.
Coaching is similar in that it should help someone become a “master” of their career by instilling the concept of learning to learn and self-management. By helping them have a deep understanding of their “default” style – their strengths and weaknesses – they can adapt to any situation throughout their careers since no single style or behavior pattern is appropriate for all situations.
2. People Learn by Doing
Coaching introduces people to new skills and behaviors, which are reinforced through the full adult leaning cycle – learning, doing, trying out alternatives, reflecting, and continuing to try until one gets it right. Building mastery often means one step forward and two steps back.
Behavior change takes times depending on the competency you are working on. Learning time management skills is quite different from coaching someone to be more strategic.
Unfortunately, many companies have little patience for this process and expect coaching to have immediate results, which is not realistic.
3. Coaches Accelerate Development
Coaches aren't magicians. They can’t wave a magic wand and change anyone. Coaches can only accelerate the process by aiding in the emotional and intellectual commitment necessary for development.
The “readiness level” of the coachee is what really counts. Someone could be a terrific coach, however, if the person being coached is not ready to change or modify his or her behavior, the outcome will not be a success.
4. Management Drives Coaching
The questions coaches are asked most often are what method does he or she use and what area do they specialize in? These issues don’t matter as much as the amount of support the organization and the manager is willing to give to the coachee, the coach and the coaching engagement.
It has been my experience that the more involved a manager is in the coaching process, the more successful the end result will be. Collaboration amongst all parties throughout is ideal.
And finally, it’s okay to experiment with new approaches but – please - let’s never forget the basics.
P.S. I recently discovered and have become a fan of Josh Bersin whose company Bersin & Associates is a research and advisory firm focused on enterprise learning, talent management and talent acquisition. Check it out.
