Topics of Interest
Moderator (Linda): Would each panelist now briefly comment on the topic you have been assigned to address during the breakout activity?
Jeannine: My topic concerns the differences in coaching-the different kinds of coaching and the distinctions of excellent executive coaches. We need to be able to move in many audiences perhaps many locations, many countries and appreciate the subtle differences. At this time, you are probably saying to yourself, “Yeah, of course.” But beyond this line of distinction I put coaching differences in three buckets. The first is executive presence. The second is business acumen. And the third is coaching competencies at the senior level. Each one of these has many secondary points and together they create distinct variances in the way we talk and work with colleagues.
Mary Beth: My topic is best practices of executive coaches. To me, executive coaching is not personal coaching in the workplace. The development of the leader is necessary, but not sufficient. One of the key tasks of an executive coach is to make sure that the coaching is linked to strategic objectives. The best coaches help their clients closely examine the core tasks at hand and then also identify the core emotional challenges. They are involved with the leader as they work together and discover how task and emotion are interrelated.
Bob: My topic is forming teams of excellent executive coaches. I suggest looking at it from different angles. Understand that most coaches work in isolation. We really have to focus on allowing independent coaches to survive along with our profession. We need to be working together and learn how an organizational coaching model may look with a team of coaches deployed. Thirdly, if we’re all out there doing some work together inside the same organization, how do we deal with the issue of confidentiality.
Bill: I’ve been asked to talk about models of coaching in organizations–which means I’m going to step out a little bit from executive coaching. The differences between performance coaching, executive coaching and alignment coaching causes me to put executive coaching in a broader framework. We need to drill a little deeper and talk about three different models of executive coaching called reflective coaching and link that to training in relationship to executive coaching. We also need to consider instrumented coaching –in particular, looking at the relationship between 360 feedback processes and coaching. In addition, we have observational coaching and the link between executive coaching and strategic planning. Drilling down still farther into executive coaching, we can talk about three kinds of coaching issues: coaching around puzzles, coaching around problems, and coaching around mysteries. And relate that to the notion of internal and external locus of control.
Klaus: My topic is coaching executives verses true leaders. What I have noticed in my experience over the last few years, whenever I coached top executives, I was not always encountering true leaders. The coaching issues that surface when this occurs make this a very difficult issue. From a German perspective, the culture is to blame for this circumstance. My view on this is that it is not unique to Germany or Europe. The large variance that can sometimes exist between leadership skills and an executive title are quite challenging to deal with as an executive coach.
Val: I am addressing the future of coaching. The future of coaching to me is not anything that is a year from today or even five years from today. I’ve learned that if we’re to be successful executive coaches, we can’t just focus with executives on what’s happening today. They need much more than that. I think as executive coaches we do a pretty solid job serving our clients. We help them communicate better and be better leaders. We assist them in the process of strategy development and even support the planning process by asking what’s around the comer and what’s ahead to make your business more profitable? I think the challenge for us as coaches is we’ve got to get ahead of the CEOs. Here’s a provocative statement for you: right now, I think we follow along behind the executive to help and support them. I would like us to take a much, much bolder role and help executives know what’s ahead and how to prepare for what’s next. I think whether you’re an experienced coach or a new coach, it’s about how do we make our services more attractive, more meaningful so that they both help the bottom line and help executives individually.
- Posted by Bill Bergquist
- On November 17, 2021
- 0 Comment