Why Executive Coaching Works

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Apr 12, 2007 - OI Partners

If you’re a leader, you’ve probably noticed the increased buzz about coaching. If you’re in the boomer generation, you may see coaching as a way to improve performance—something for those who need an extra push. Gen Xers may see executive coaching as the signal of confidence that succession planning is on the horizon. High potentials see coaching as the newest perk in a growing attempt to recruit and retain talent.

The truth is, coaching is all of the above. With qualified executive coaches entering the profession everyday, the opportunity to utilize this form of performance improvement is more appealing than ever—especially because coaching works!

And coaching works for a number of reasons:

It is objective.
No matter how great your boss is, there will always be “stuff” you elect not to share regarding your performance. This “stuff” may include knowing what role to take in meetings or talking about career paths. Research indicates that a high percentage of mid-to-senior leaders don’t feel confident sharing development stuff with a boss for fear of appearing weak or incompetent.

Trust is the linchpin to effective coaching. By eliminating organizational fear of being unfairly judged, a coach can quickly dive to the root of issues. If the coach is perceived as objective or an ally, the level of disclosure increases and transfer of new learning can occur. Coaching works when objective and transparent conversations occur.

How coaches get objectivity:

1. Distance from the company, its culture, the players, industry norms: this allows many coaches to cross pollinate strategies and tactics from noncompetitive sources. Coaches maintain a delicate balance between understanding the organization well enough to focus on related results, but not so much that a conflict of interest arises. This distance allows trust to be built between the coach and coachee.
2. Access to objective instruments: rarely is the coaching engagement focused on the issues described by a supervisor. Supervisors often make assumptions about behavior or potential, yet lack the objective instruments to assess, measure and track recommend behavioral change and growth.
3. Training: It matters that a coach uses standardized methodology that works. Training that includes how to remain objective, maintain confidentiality and how to build trust reinforce objectivity.

It places development responsibility in the hands of highly qualified specialists.
In post-layoff years, many managers have risen to current responsibility levels without a day of training on how to develop others. Other leaders have focused so narrowly on career specialization that developing others was never a required competency. Still others are inching toward the end of a leadership career, and the skills needed to develop the next generation of leaders may be incompatible with future leaders’ work styles.

Coaches are dedicated to improving the skills necessary to impact the bottom line through people. The best coaches have a combination of skills to support the coaching initiative including formal education in a related field, experience coaching others to success, continuous self improvement, active listening skills, ability to have crucial conversations, strategy development and when possible, a combination of field work as a leader or manager as well as the coaching experience.

Managers belong in the process. However, expecting them to understand the technical nuances of coaching for performance enhancement and growth is unrealistic. Not surprisingly, managers are often self-conscious that they have not yet been able to resolve the presenting issue.

It is focused on results.
Certainly, organizations like to focus on results. Yet, in the midst of accomplishing organizational results, the focus on development results often takes a back seat. Coaching works because the coach is focused on development results. Working as an accountability partner, the coach invests time and energy beyond face time to keep the process on track. Execution is critical for long-term success. Too many performance reviews and development plans fall apart because work gets in the way of development: everyone, including the manager takes the eye off the prize.

It is personal.
Unlike its companion learning tool, group training, coaching is highly customized and personal. Participants literally determine the agenda. Rarely are two coaching sessions alike because the interaction is highly dynamic. The catalyst for retaining a coach is different for different individuals. Senior-level leaders often prefer to use a coach as a sounding board—an outsider to the organization who can challenge, affirm and work through tough decisions. Younger up-and-coming leaders may need a more structured process of skill development to take on the next level of leadership.

It is an investment—in both time and success.
If managers had the time to invest in developing direct reports, they would. Well, most would. The truth is, coaching takes time. It requires one-on-one time, planning, tracking and measuring. Managers don’t get off the hook when an employee has a coach, however. A solid coaching process includes the manager in the process by identifying ways to manage the individual against agreed-upon goals.

Coaching works because all the barriers to failure are removed. An objective, knowledgeable coach who personalizes learning and makes time will be focused on the prize at all times.

Carla A Messer is the vice president of client solutions for OI Partners Cincinnati (www.oipartners.net). She has more than 15 years experience coaching, mentoring and training top performers and has presented performance improvement techniques to Fortune 500 and 1000 companies throughout the US and Latin America. She currently serves on the board of the Leadership Cincinnati Alumni Association and is co-chair of its diversity committee. Carla is an adjunct professor for Indiana University teaching Marketing, Advertising, Human Resources and Change Management. Carla can be reached at messer@promarkoi.com.