Executive Coaching - A Guide For The HR Professional.pdf

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78 EXECUTIVE COACHING ............................ suggests that coaching might be helpful now, and the client is comfortable with both you and the boss as participants. So now it’s time to actually start the coaching relationship. What should you be doing to help make it worthwhile for the client? What is the client likely to be experiencing during the coaching? Topics covered in this chapter are • Normal anxieties • Ground rules and trust • Taking responsibility • The business relationship • Time commitments • Responsibilities to the boss and to the HR person • Coachable moments Normal Anxieties At the very onset of a coaching engagement, it is “normal” for the client to feel anxious and vulnerable. The client is starting on a highdisclosure, high-vulnerability adventure with a stranger! There’s only so much comfort one can gain from an initial chemistry-check meeting. The contracting sessions should help start the coaching process by reaching mutual agreement about goals and confidentiality, the methods to be used, frequency of sessions, and so on. Still, the client may feel a lingering sense of uncertainty as he or she embarks on an unknown journey. For the coaching to have a successful outcome, resulting in change and personal growth, it is wise to recognize that these feelings may accompany the client at the outset. What might the client be anxious about? One answer to this question is that all changes come with some amount of stress. This is true for weddings, benchmark birthdays, promotions and new jobs,
What Is the Client’s Role? 79 ............................... the birth of children, relocations—all the transitions and milestones of living, even the most joyous of them. Unhappy events certainly bring out a number of unsettling emotions, also. Coaching is associated with some degree of change in the client’s public leadership style, and that too can be a transition. The outcome may be only a fine-tuning or a minor adjustment, but it may lead to something more substantial as well. Either way, the client may feel as though the world is watching and that there is more pressure from the increased scrutiny. Another source of anxiety has to do with what happens if the coaching turns out not to be successful. The client may wonder: Was it my fault? Does it mean that a dead end in my career has been reached? Is my career derailed or plateaued? Has my fatal flaw been discovered? In almost all cases, these are just anxieties and not likely to be realities. Coaching isn’t a surefire solution to problems, nor is it guaranteed to make the most of an opportunity. Many executives use a number of coaches over the course of their careers. We discuss the issue of measuring success elsewhere in this book. What’s important to state here is that it’s not uncommon for a client to worry about these things. These anxieties can be discussed with the coach, of course, or with the boss, or with you, the HR representative. Our experience suggests that these concerns quickly fade away in most cases. A comment is useful here regarding human “flaws.” A much better word might be limitations, sore spots, things we’re not proud of, even our secrets. Coaching does go better when there is a free exchange about motivations and personal histories. However, it is perfectly within the rights of the client to draw limits. For example, the client might mention a messy divorce, a troubled childhood, 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 his or her current or future position in the organization, then it may be best either to omit it from the current coaching process or deal with it elsewhere.
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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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Page 57 and 58: • A starting and possible ending
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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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David’s Story 141 ...............
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144 EXECUTIVE COACHING ............
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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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