How To Select An Executive Coach

Posted on August 6, 2010 by Joyce Grillo

There’s a lot written about what makes a good executive coach but I haven’t seen very much about what makes someone a good candidate for coaching. So, here, in my opinion, are the six characteristics of an ideal candidate.

Introspective

First, they must have the ability to take a long, hard look in the mirror and find out who they are warts and all. This takes work and guts, which many people aren’t up for. The “readiness” level of the candidate should not be overlooked.

Clue: They are ready to discover their blind spots and don’t run from the room when you mention the word coaching.

Accepting of Feedback

360-degree feedback can be hard to take but it’s the beginning of knowing your strengths and weaknesses and a basis for self-awareness and self-management. If you’ve read my other posts, you’ll know that to me knowing your “default” style is critical to personal and professional growth and preparing someone for any situation they may encounter. I can’t help but quote Marshall Goldsmith who was spot on with his book, What Got You Here, Won’t Get You There.

Clue: They acknowledge and take ownership of the feedback – positive and negative. They are not in denial, make excuses or try to figure out who said what.

Active learner

Ideal candidates are active learners meaning they are always actively seeking ways to improve.

Clue: They usually rate their performance lower than others do because in their estimation their performance is never good enough.

Active listener

Good listening skills are critical to the coaching process. Being a good listener and being an active learner go hand in hand. Ideal candidates understand that listening is like throwing a ball back and forth. One person listens while the other talks and vice versa.

Clue: They are more interested in what you have to say than hearing themselves talk. They absorb what they hear and are eager to apply what they learn in the real world.

Dedicated and Passionate

The coaching process takes time and in order to benefit from it the person must put in the extra hours in addition to doing their job. They are committed to spending whatever time is necessary to improve.

Clue: Ideal candidates usually ask for coaching or are excited and appreciative when told they are getting coaching. They can’t wait to start the process.

Curiosity

Ideal candidates have an innate curiosity about life and people. Unlike the cat, curiosity has never killed a candidate.

Clue: They ask lots of thoughtful questions.

Finally, if you feel you are not reaching the person, ask them what it would take to engage them in the process. If you get nothing back, they are not ready for coaching.

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Executive Coaching: Let's Not Forget the Basics

Posted on July 24, 2010 by Joyce Grillo

“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.

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