 August 7, 2017
How to Make Executive Coaching Work for You
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 We do a lot of executive coaching, therefore we are familiar with what works and what doesn’t work. Sometimes leaders leap into coaching with enthusiasm and excitement. Sometimes they are dragged in kicking and screaming because their boss has demanded that they change some behavior that is impacting the organization in a negative way. No matter. Once you are in a coaching situation you might as well make sure that you receive the full benefit.
“Realize that you are going to receive from coaching exactly what you put into the experience.“
Surprisingly, this doesn’t always happen. Usually, we coach people who genuinely want to improve their attitudes and skills, but occasionally, that’s not the case. I have worked with leaders who avoided appointments, resisted assignments and refused to talk openly about their challenges. At some point, this is a waste of their time and ours. Once you are engaged in the experience, why not make the best of it and gain everything you can?
What Should You Do?
- Make sure the coach is a good fit. Ninety-nine percent of our coaching assignments come from referrals, so the assigning leader has confidence in their choice. Yet the person actually engaged in coaching may not feel the same. It is important that you feel comfortable sharing challenges with your coach and have confidence that their background is one from which you can learn. Coaches come in all shapes and sizes, some with great credentials and some — not so much. Sometimes it is just a personality conflict. A colleague may love your coach but for you, it’s just not a good fit. Request a change; otherwise you are just wasting everyone’s time and money. Make sure you stress that it is not coaching you are resisting, simply this particular coach.
- Get clarity. Clarify upfront what your leader wants you to gain from the coach and make sure that the coach understands your goals.
- Do your homework. Most coaches will give assignments; complete them. If you believe they are not relevant, speak up.
- Make weekly notes. Make notes throughout the week of any challenges you are having at work; bring them up in your next session.
- Be willing to be vulnerable. Clarify that confidentiality rules on the front end. Most coaches offer a degree of confidentiality unless you reveal something that creates a legal or ethical problem for the hiring organization.
- Be open to feedback. It may not be accurate in your view, but at least consider it. Read: “Receiving Feedback: What Leaders Should Make Sure Their Team Understands
- Be all in. Realize that you are going to receive from coaching exactly what you put into the experience.
 Did You Know
We frequently offer executive coaching to help solve a variety of management and leadership issues.
For more information, call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com
Be sure to read Lynne’s book “The Power of a Good Fight” –
Embracing Conflict to Drive Productivity, Creativity and Innovation.
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3985 Wonderland Hill | Suite 106 | Boulder, CO 80304
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