Executive Coaching - A Guide For The HR Professional.pdf

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188 EXECUTIVE COACHING ............................ point, it is incumbent on the coach to develop a coaching plan to help the client achieve the desired goals.” Information Sharing One of the main requirements in coaching is trust. Any successful coaching relationship is built on mutual trust between the coach and the client. The relationship is based on privileged communication between you and your coach, and often the information that is exchanged may be potentially damaging. If there is a breakdown in trust, the coaching engagement is clearly bound to fail. Therefore, the issue of confidentiality is crucial to coaching. When being coached, you will share delicate private and corporate information with your coach in order to explore developmental opportunities. Naturally, this situation may cause concerns from your perspective as well as from the coach’s perspective. You might wonder who else has access to the information. How can you be assured that the information is not shared with someone you don’t trust? Who knows that you are being coached? Will the information shared have an impact on your promotion or salary? The coach, who is usually paid by your organization, faces a different conflict: Am I obliged to share a progress report with my client’s supervisor, Human Resources, or the sponsor? If so, how much detail do I go into? Who in the organization needs to be informed if my client shares information about illegal wrongdoings involving either the client or other organizational members? All these concerns are legitimate and need to be addressed before attempting to build a trusting, open relationship. If you believe that your coach is sharing private information or if the coach feels caught up in an organizational power struggle, the relationship is likely to crumble. Confidentiality is therefore both an ethical and a practical issue. Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
Ethical Standards Whereas doctors, lawyers, priests, and others whose professions require dealing with personal information are bound by the law to apply certain ethical standards, there are no explicit laws in that regard applicable for coaches. For those coaches who are psychologists, the ethical standards concerning disclosures in the profession of psychology apply. Although the coach has to try to make every effort to honor your confidence, the coach cannot provide a guarantee. You should be aware that your information is not privileged under law. Best Practice Executive Breakaway Section 189 ................................. In order to avoid conflicts, the coach is well advised to discuss the issue of confidentiality up-front with you. By making you aware that there are usually other stakeholders in the coaching process, such as your supervisor, the HR manager, or others, your coach can discuss with you which information is shared and which information is kept confidential. Ideally, during the contracting phase, a meeting between you, your coach, your boss, and the HR professional has occurred in which issues of confidentiality have been discussed. Who does the reporting? How much write-up is needed? It makes sense to share information about goals and progress, but not the contents of coach-client discussions. The other possibility is to encourage you to inform other stakeholders about your developmental process. This can either be done in the presence of the coach or in private. In any case, you and your coach must reach a joint agreement that leaves you both in your comfort zones and sets a solid basis for a trusting relationship. By reaching an agreement about confidentiality in the first place, most conflicts of interest can be avoided. Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
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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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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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• A starting and possible ending
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What Are the Steps in the Coaching
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64 EXECUTIVE COACHING .............
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What Is the Boss’s Role? 91 .....
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What Is the Boss’s Role? 93 .....
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What Is the Coach’s Role? 97 ....
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What Is the Coach’s Role? 99 ....
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serves as the catalyst in helping t
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106 EXECUTIVE COACHING ............
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Multi-Cultural Issues 119 .........
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Multi-Cultural Issues 121 .........
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tests—that I was smart, worth som
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Howard’s Story 135 ..............
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