Executive Coaching - A Guide For The HR Professional.pdf

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94 EXECUTIVE COACHING ............................ potential and in the efficacy of the coaching process. If the boss isn’t a believer, it’ll be hard for him or her to communicate in positive tones. If the boss thinks of it as a long shot, something that should be kept secret, the organization will pick up negative signals. If the boss is optimistic and sees coaching as an investment, that will help the overall effort. Summary In this chapter, you have learned more about the boss’s role in the coaching process. This role may include identifying the need for coaching, initiating the coaching arrangement, providing information, offering feedback and rewarding progress, and providing the budget for the coach. You have gained an appreciation of the boss’s pivotal role in creating the case for change and defining the standards for good performance. You have seen that you have a role in encouraging the boss to take the time to define the strategic goals of the business unit, to offer observations and feedback, and to reward the client’s progress. Finally, you have seen the value in insuring that the boss’s observations of the client’s behavior changes are communicated to the coach and to the client. In the next chapter, you will gain a greater understanding of the activities that are the coach’s responsibility. This knowledge will position you as the liaison between the coach and the organization.
8 ................................. What Is the Coach’s Role? This chapter outlines important activities that are a coach’s responsibility. It is intended as a very brief summary to help you know what’s on a coach’s mind as he or she goes about the coaching work. Topics covered in this chapter include the following: • Structuring the coaching process • Communicating with organizational sponsors • Setting boundaries for the coaching assignment • Evaluating the impact of the coaching • What coaches don’t do • When to discontinue coaching Structuring the <strong>Coaching</strong> Process In some large organizations, there is a formal coaching process managed by a professional with leadership development responsibilities. Outside coaches are expected to generally follow this established structure. Some of the large consulting firms also have relatively standardized approaches to how coaching assignments are structured. 95 ....
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About This Book Why is this topic i
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About Pfeiffer Pfeiffer serves the
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Copyright © 2005 by John Wiley & S
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viii CONTENTS ................. Sec
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Acknowledgments ...................
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2 INTRODUCTION ....................
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4 INTRODUCTION ....................
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6 EXECUTIVE COACHING ..............
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1 .................................
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Table 1.1 Driving Forces Behind Org
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• “Formally contracted” means
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What Is Coaching? 15 ..............
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2 .................................
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When Is It Appropriate to Use Coach
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a “safe” environment in which t
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3 .................................
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eferences. It’s easier to get ref
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coaches do not have this certificat
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• Develops plans; establishes and
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How Do You Select a Coach? 35 .....
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Clearly, the internal coach should
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A final topic of possible interest
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4 .................................
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Page 105 and 106: What Is the Boss’s Role? 91 .....
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Page 115 and 116: serves as the catalyst in helping t
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144 EXECUTIVE COACHING ............
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Carter’s Story 151 ..............
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• Is there flexibility in the pro
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Agreement Sample Agreement for Coac
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Appendix ..........................
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214 BIBLIOGRAPHY ..................
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About the Authors .................
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Index .............................
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Index 221 ............ D Developmen
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Pfeiffer Publications Guide This gu
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to stimulate or refocus the group.
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for example. The way in which the r
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