Executive Coaching - A Guide For The HR Professional.pdf

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64 EXECUTIVE COACHING ............................ in providing feedback and support to the client in the coaching process. Chapter 8. What Is the Coach’s Role? This chapter enables the HR professional to understand the activities that are the coach’s responsibility. These activities include structuring the coaching process, communicating with others in the organization, and setting the boundaries for the coaching relationship.
5 ................................. What Is the Role of the HR Professional? The role of the human resources professional certainly is a very important one in the coaching process. In most organizations, coaching budgets or approvals lie within the domain of Human Resources. This can be one of the more gratifying roles you perform. It can also be frustrating because it deals with so many intangible issues and mostly occurs out of sight. The HR person is a multiple-direction bridge between the boss, the client, the people who serve as information sources, and the external coach. The metaphor of a “bridge” is helpful in that it emphasizes that connections are made and traffic (information) flows in all directions. You need to understand the needs of all of these stakeholders. You are often called on to assist in smoothing the way for the relationships to work well. You may be depended on to be the knowledgeable advisor regarding how coaching will be deployed in the organization so it will dovetail with current or future development programs. As one HR professional from a high-tech firm explained: “The communication between the coach and the HR professional is critical to the success of the coaching effort. The HR professional brings an understanding of the business that is critical for the external coach. The coach needs the information from the HR professional in order to understand the company’s culture. So it is very important that they work well together for the coaching to be 65 ....
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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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Page 33 and 34: When Is It Appropriate to Use Coach
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Page 43 and 44: eferences. It’s easier to get ref
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Page 51 and 52: Clearly, the internal coach should
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Page 57 and 58: • A starting and possible ending
Page 59 and 60: What Are the Steps in the Coaching
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Page 115 and 116: serves as the catalyst in helping t
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114 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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David’s Story 139 ...............
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Carter’s Story 151 ..............
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• Is there flexibility in the pro
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Agreement Sample Agreement for Coac
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Appendix ..........................
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214 BIBLIOGRAPHY ..................
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About the Authors .................
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Index .............................
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Index 221 ............ D Developmen
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Pfeiffer Publications Guide This gu
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to stimulate or refocus the group.
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for example. The way in which the r
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