Executive Coaching - A Guide For The HR Professional.pdf

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David’s Story
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David’s coaching is typical of long-term assignments at the very
senior level. David was a prominent member of top management,
reporting to the CEO. Both men were still in their thirties. David’s concerns
were with his own effectiveness and continued development.
He requested the coaching. In this assignment there was essentially
no further relationship between the coach and either HR or the CEO.
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During a time of difficulty in a new role, I decided coaching might
be a way to help me be more effective at my job. At the time I had
been a manager for six years, and I was twelve years into my working
career. I was aware of the idea of coaching because one of my
colleagues had found a relationship with his coach to be quite useful
to him. I did not really understand what a coaching relationship
entailed, but I figured it could only help me.
After I discussed it with the HR department in my company, they
brought me three candidates to choose from. I liked two of the three.
One of them was a clinical psychologist, and one was a businessman
who had sold his well-known company some years before. I
chose the coach with the business background because I thought
he would have more of a connection to my job and me.
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