Executive Coaching - A Guide For The HR Professional.pdf

102 EXECUTIVE COACHING
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boss, the coach, and the client, then there will be no surprises.
Although there may be the temptation to lay blame somewhere, all
parties would benefit from resisting doing so. Sometimes the client
just isn’t ready or coaching is not appropriate (see Chapter 2). In
these circumstances, it is important for all involved to practice listening
and to keep an open mind.
A coach might suggest the client seek help of another type, in
addition to what the coach is offering. Sometimes clients need help
with building skills in areas pertinent to their jobs, such as making
effective presentations, organizing and planning, or use of technology.
Clients could benefit from the quick fix of experts in these areas
in order to make more rapid progress. Sometimes clients have personal
problems or crises that have to be handled separately but simultaneously
with the coaching and require the services of an employee
assistance bureau. The client may need to begin to resolve major life
transitions involving divorce, death of a loved one, childcare, and
eldercare. It may not make sense to stop the coaching while the transition
is taking place. The situation may also require that you, the
coach, and the boss handle the situation with extra sensitivity in order
to protect the client. You may also want to give some attention to
how to protect the organization, which had a need for something to
happen in the coaching process. As you sort through your options,
your challenge will be to find solutions that treat the client with dignity
and respect and that also address the needs of the organization.
It is clear that what the coach should not do is terminate the
relationship without discussion, notice, and good reason. The HR
professional has a role to play by helping to set the tone that enables
honest, candid discussion to take place.
Summary
In this chapter, you have learned more about the activities that are
the coach’s responsibility. These activities include structuring the
coaching process, communicating with others in the organization,