Executive Coaching - A Guide For The HR Professional.pdf

Executive Breakaway Section 181
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important contribution, so they too can be appropriate
coaching clients. Managers may receive coaching
simply because they are considered to be “high
potential,” regardless of the nature of their current
organizational role.
• The relevant learning issues are in the “soft skills” area.
Improving any person’s performance in these areas is
often difficult and requires an intensive effort. Many of
these coaching assignments fall into familiar categories:
• Helping people with personal or self-management
issues, such as a need to micromanage, time management
difficulties, balancing work and family life, or
perhaps a career-related concern
• Helping people who have assertive, dominant, or
controlling styles become better able to build relationships,
create trust, delegate, work in teams, or
develop their subordinates
• Helping people who have good “people” skills to be
better at calling the tough decisions, setting and
enforcing standards, and handling conflict in productive
ways
• Helping people develop leadership skills when they
have moved (or are about to move) into a more
prominent role (Some typical leadership issues are
providing vision and strategy, performing symbolic
roles, and functioning in a much more “alone”
position without getting much valid feedback.)
• Used in conjunction with formal succession planning
programs.
• Associated with executive development programs.
Lessons learned offsite may be combined with
Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by
permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com