Executive Coaching - A Guide For The HR Professional.pdf

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204 EXECUTIVE COACHING ............................ a severe medical problem, or a traumatic military experience. There’s no obvious need to go further than that. If that history isn’t relevant to your current or future position in the organization, then either don’t deal with it or deal with it elsewhere. Sometimes people are anxious about letting go of habits or styles they’ve owned for many years. You might be feeling something like “I wouldn’t be me if I didn’t do things that way” or “I really don’t want to stop being an analytic, detailed kind of person.” Coaches are aware that some aspects of our characters are very deeply ingrained. Coaching isn’t about deep character reconstructions. It’s more likely to be about managing how this character shows up at work. If you find a behavior that is not helping, then you’ll consider ways to control, modify, or redirect it. You’ll still be the same person, but with more effective behaviors. Ground Rules and Trust One of a coach’s first tasks is to create “safety” in the relationship. It is his or her job to make that happen, but you can help too. The structure of the coaching engagement serves as a roadmap for your interactions with your coach. By following the steps in the coaching process, as described earlier or as agreed on between the two of you, you have a framework with a beginning, a middle, and an end. The framework allows you to set expectations appropriately, recognize milestones and time limits, and celebrate your successes. A planned journey along a well-lit path allows for more trust and cooperation. Discussions with your coach about the ground rules will take much of the mystery out of the journey and help you to understand how you can help make the relationship work well. It is wise to ease whatever concerns you might have by asking your coach the questions that are on your mind. There is no such Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
Executive Breakaway Section 205 ................................. thing as a dumb, honest question. All first-timers have questions, whatever it is they are doing. Often some of the early inquiries “get the ball rolling” and lead right into important areas for further discussion. By asking your questions without letting them simmer, you will feel more comfortable and build trust with your coach. Trust between people is built slowly over a series of many interactions, so your early experiences with your coach are critical for establishing a strong relationship. You will want to feel reassured that your coach “has what it takes” to guide you through the journey of selfexploration and personal development. Coaching engagements evolve over time. There’s no way to know exactly how things will progress or whether revisions will be needed in the ground rules, the goals, or the methods. Feel free to talk about these with your coach. Taking Responsibility You owe it to yourself to take responsibility for the coaching-related changes. After all, it’s your life! You should be the “owner” of the goals for the coaching and for the steps for achieving them. When these are reasonably clear in your mind, then move forward boldly. Accept feedback from whatever sources—assessment instruments, official appraisals, informal comments, your coach’s interviews— and make good use of it. Try new ways of doing things. Get feedback from people who saw you do things differently. Learn what helps and what doesn’t. Your coach can serve as a catalyst, but ultimately it is only you who can make change happen. Coaching requires that you give voice to your thoughts, hopes, and feelings. If this is not something you normally do, then at first you may feel as if you are exercising an unused muscle. Allow yourself to work through this and keep going. It comes more easily when 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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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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