Top Coaching Recommendations for Executives | Talent Sequencing Vision Series

  • When Individual Executive Coaching Should Be Considered
    • While onboarding a new executive hire into a new organization
    • When existing high performance executives are looking to move to the next level of learning & performance
    • When existing executives are require new skills as the company moves from one stage of growth to another
  • Individual executive coaching has 4 popular common coaching focuses. Coaching executives in relation to:
    • Themselves.
    • Their superior(s)
    • Peer(s)
    • Subordinates
  • Some great self-help management coaching publications for managers and leaders. All below address how a manager or leader can improve their effectiveness and supercharge positive impact on co-workers, regardless of direction of focus:
  • Executive team coaching is different—there are unique requirements vis-a-vis individual executive coaching
    • Team coaching carries with it the intrinsic goal of making the “whole greater than the sum of its parts.”
    • Team coaching fuses together collective objectives instead of individual ones, with the primary focus on business unit or company goals.
    • Research such as “5 Dysfunctions of a Team” are the basis for this sort of team coaching (links in bibliography below)
  • Key considerations for individual executive coaching prospects include:
    • Most importantly, willingness to accept coaching—often referred to as the “attitude” variable. 
    • If a candidate has very low EI/EQ (emotional intelligence), it is probably they’ll hit a ceiling before intended performance goals are achieved.
    • Ability to commit time. Coaching time requires prioritization rather than risking subordination to other urgent business priorities, otherwise progress is unlikely to be made.
  • What kind of time commitment is required?
    • For individuals, there is often a minimum monthly or weekly commitment depending upon goals.
    • For teams this can evolve differently, with an intense kick-off or multi-day retreat for the parties involved and then with a recurring cadence of team and individual meetings over many months.
  • There are coaching “tools” that can help map areas of existing strength and future growth. From personality profiling at the lightest level (think DISC or Myers-Briggs MBTI), to more expansive profiling tools such as Gallup’s StrengthsFinder or Hogan psychometric instruments.
  • There are coaching certifications, such as the ICF (International Coaching Federation), which is the recognized standards body and certification entity. More at https://coachfederation.org/. However, many coaches, both team coaches and individual executive coaches, may have a PhD in clinical psychology in addition to or instead of an ICF certification.
  • Selecting a coach who is most likely to be a strong fit takes many things into consideration. Like hiring any other professional advisor, it is important to explore several candidates to get a better understanding of what feels like a good fit. Key indicators include:
    • Trust—Can you establish a nonjudgmental, trust-driven relationship with the coach?
    • Vulnerability—Can you be vulnerable with the coach, or will you feel like you always have to put forth your “best side”?
    • Location—If it is important to the executive to have in person/face to face meetings, establish whether coaching sessions will all be in person, hybrid of in person and phone/video, or via virtual means only. Keep in mind that many platforms have switched their standard course given the pandemic, but there really is no “right answer” to this question.  However, keep in mind that coaches will typically travel to “players.”  Therefore, it is not necessary or advisable to prioritize those who are local.  Find the best coach first, and then figure out the logistics of meeting cadence and virtual/in-person later.
  • Some content & reading resources may be valuable to you while you’re exploring coaching. Consider reviewing the following:

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