What coaching is
Coaching helps people look at life from new perspectives. It’s about coming with questions, not with answers. Said differently, coaching isn’t about having your questions answered, it’s about having your answers questioned.
- Coaching meets people where they are.
- Coaching is about accountability and action.
- Coaching is about transformative growth at the peak of performance. Breakthrough coaching is taking people from great to exceptional.
- Coaching is about power questions that focus on the person, not the problem.
The good coaching is
- who offered wildly different perspectives, but also held you in a non-judgmental place,
- who supports you wholeheartedly and celebrates your accomplishments.
What coaching isn’t
- Coaching is not consulting. Consulting is problem-oriented and works largely with organizations to drive toward a defined goal. Sometimes, coach can counsel you but this is not coaching.
- Coaching is not training. Often focused on groups, training is about transferring specific knowledge or skills to others. And again, it’s toward a defined organizational goal. There may be a bit of training in coaching but it’s not the main focus.
- Coaching is not managing. In reality, coaching is just part of the broader job. Managing is about moving a team toward an objective and creating the structures and resources to get there.
- Coaching is not mentorship. Mentors are often there because of some content knowledge or experience. They will thoughtfully probing and also offering more concrete advice and support.
- Coaching is not therapy. Therapy is past-looking and diagnostic, while coaching is forward-looking and based on achieving goals that the clients set for themselves.
Coaching is only for executives?
In the past, executive coaching was often applied to executives who had problems at work. Today, this activity has become a part of the investment program to develop the management leadership team and future talent – receiving the acclaim of a large number of people.
While executive leaders can hire their own coaches (usually CEOs or business owners), companies (usually run by human resources departments) will play the role of introducing coaches to the board. The target audience may be a first-time manager, struggling with employee relations, or preparing to move up to a higher position. In addition, Executive Coaching is also very useful when you need to adjust the problem behavior, helping leadership conflict between individuals together
Executive Coaching focuses primarily on common problems in organizations
(Level individual and organizational levels)
In the business, the pressure to deliver consistently good results keeps organizational members from realizing that the central problem lies in their growth. An expert can do very well up to a certain threshold, but they will have a lot of trouble working in a higher position because their development is not up to the problem the job presents.
Besides, when working in high positions, leaders or managers have very little time to learn and develop themselves. This leads to them being stuck and focusing on solving problems, instead of spending time improving themselves.
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With their expertise, Coaches can support businesses on the following topics:
- Improving self-awareness (seeing clearly the difficulties you are facing)
- Creative thinking (Come up with solutions you haven’t thought of yet)
- Improve leadership
- Build an effective team
- Make informed decisions
- Develop hidden talent, build succession
How do you know that you need an executive coach?
It’s beneficial to have a coach to help you through difficult moments. Is it, however, truly important for everyone? Before you employ a coach, you should ask these five diagnostic questions.
1. How valuable is this person’s performance and potential to your organization?
- Should be reserved for people who are critical to your organization’s success, or will be in the future
- Everyone at C-level
- Heads of major business units or functions,
- Technical or functional wizards
- High-potential young leaders.
2. What is the challenge the person is facing right now?
- Executive is struggling to learn how to best manage herself and engage others,
- A chief executive officer trying to figure out how to work with his board chair.
- A regional vice president scaling up to global responsibility, learning how to lead her former peers.
- A technical wizard who destroys teams with his resistance to all ideas but his own.
3. How willing and able will the executive be to work with a coach?
- The client has got to want to change. A bright, motivated coaching client can step up to most challenges.
- The executive should be able to communicate with Coach.
- Coachable executives readily share their experience.
- They are realistic about their strengths and weaknesses.
- They learn from others but do it their own way, taking responsibility for whatever happens.
- They know how to leverage a coach.
4. What alternatives to coaching are available?
- Is there any option that would be more appropriate? (High-level training, mentoring, reading, job rotation and special assignments,…)
- Don’t spend money on the coach if the management is qualified.
5. Are key people in the organization ready to support this person’s efforts to grow and change?
- Key leaders have to encourage and support person who is coached
- Is it true that leaders desire their subordinates to modify their ways of doing things?
- Key people in the executive’s world stand solidly behind their subordinates to companion and cheer up their spirit
To sum up, keep in mind that an executive coach is not the same as a consultant. He could be knowledgeable in a technical or functional area. He should not, however, be utilized as a sounding board, an extra set of hands, or a buttress for a shaky leader. He assists executives in analyzing and resolving their own issues. The goal is self-sufficiency, not dependency.
Please contact us Shasu Coaching & Mentoring Service for getting advice from our coaching & mentoring team
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