Coaching Leaders for Change - 5 Ground Rules
by Patsi Krakoff
Published on this site: January 4th, 2006 - See
more articles from this month
How do you convince leaders to change?
Executive coaching offers a tremendous opportunity to leverage
the talent and resources of leaders.
Coaching is no longer reserved for problem leaders. It is
frequently sought by top performers whose organizations value
their growth potential. But not all coaching is the same.
Establishing Ground Rules
Here are five principles that should be clarified at the
outset of the coaching process. In the beginning, coaches
must clarify the ground rules with the executive they will
be coaching, as well as with the sponsoring organization.
- Confidentiality, expectations and commitment:
The coach must be clear about what will be shared with the
leader's boss and what will be kept confidential. Aligning
coaching goals with the organization's objectives is crucial.
- Reporting relationships: There must be clarity
among the organizational contact (boss or HR representative),
coach and leader.
- Methods of information gathering: Key stakeholders,
team members, direct reports and others involved will be
contacted by both the coach and the leader.
- Making judgments, setting objectives and monitoring
progress: The coach helps the leader and key stakeholders
maintain objectivity. Coaches must focus on one or two behaviors,
without judgment, and facilitate honest sharing about progress.
- How, why and when the coaching will end: Coaching
parameters must be set at the beginning of the engagement,
with milestones for assessing progress and a completion
date (usually 12 to 18 months).
It is critical to clarify at the outset who the client is.
When the coach and leader understand that the company is the
actual client, then the ground rules are easier to accept.
Once the ground rules have been established, they cannot be
bent.
Measuring Coaching Success
Success isn't measured by:
- How well the leader performs with the coach's help. It
must be judged on how well he or she performs after the
coach has left the scene.
- How leaders feel about their own progress. It must be
judged on the changes stakeholders perceive.
- The leader's positive feelings toward, and relationship
with, the coach. True success is measured by results.
Coaching can be daunting for some leaders, as they must be
willing to be vulnerable and open. It is exhilarating for
those who embrace it and commit to change. Unlike management
science, academic theory or consulting, coaching is an exciting
interpersonal journey. Coaches and their clients form strong
bonds built on trust, openness, confidence and achievement.
Patsi Krakoff, Psy. D. writes articles for business
and executive coaches and consultants. She provides articles
on leadership and executive development for sale, and formatted
into customized newsletters. Get Patsi's Secrets of Successful Ezines 7-Step Mini-Course to learn what you need
to know to publish a successful ezine. http://snipurl.com/Ezine_MiniCourse
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