Executive Coaching - A Guide For The HR Professional.pdf

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96 EXECUTIVE COACHING ............................ In either case, there will be strong guidelines about how to do goal setting, assessment, action planning, implementation, and evaluation. Having this structure facilitates a cooperative, goal-oriented relationship. The steps outlined in Chapter 4 provide a good general approach to most coaching assignments. Often, however, the coach has a good degree of flexibility and, therefore, also the task of spelling out how these steps will happen. This will be done at the outset of the engagement. The factors going into the coach’s decisions include what the client is likely to need, what the organization and the HR professional are familiar with, and the coach’s own favorite ways of working. Some coaches prefer to be very explicit about steps and stages, while others are more comfortable with flexible arrangements. Some do a lot of interviews, by phone or in person, while others use 360-degree surveys or psychological tests. Some prefer to have regularly scheduled meetings. All good coaches reserve the right to do mid-process reviews to see whether the initial structure is working well. The point is not so much how the coach works, but rather how clearly the coach is able to describe the process. The primary goal is to delineate what the process is, to take the mystery out of it so that others will know what’s happening and can set their expectations accordingly. It’s important to avoid assuming that all the stakeholders will automatically agree on what coaching is or should be. A clear structure also reduces the likelihood of “drift”—of a coaching relationship wandering off target or becoming just a supportive friendship. Communicating with Organizational Sponsors The coach is often thinking about how to communicate to the client’s boss and with the HR professional. Even if weeks go by with no word to or from them, you are on the coach’s mind. If you don’t hear from the coach, feel free to give him or her a call. Coaches get busy too—new coaching clients don’t arrive in the coach’s life on
What Is the Coach’s Role? 97 ............................... a smooth schedule! Over a typical six-month assignment, a frequent pattern would be three or four conversations during the early stages, then perhaps a monthly check-in, and several longer conversations toward the end. This communication is not just to see if all’s going well. It is an opportunity to adjust the goals, to make sure everyone’s expectations are realistic, and to solve problems. At times clients are overloaded, get sick, are promoted or transferred, or some other change occurs in the work setting. The coach and the HR professional need to share this kind of information. The coach will want to hear your feedback regarding the boss’s, the direct reports’ and the peers’ perceptions of the client. This is important data for calibrating the progress of the coaching assignment. It is also a major source of encouragement for the client who is engaged in the hard work of behavior change and may not receive this information directly. Setting Boundaries for the Coaching Assignment Coaches are also concerned with managing the boundaries of their relationships. Three kinds of boundary management issues are worth mentioning: • Time stretch • Scope creep • Professional limits Time Stretch Time stretch happens when the amount of time needed to do an assignment expands beyond expectations. If the coach is billing for time spent, then the bills go up. If the coach is paid a one-time fee, then the profitability goes down. In either case, the work isn’t coming to a completion in the timeframe initially established.
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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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• A starting and possible ending
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Page 115 and 116: serves as the catalyst in helping t
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146 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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