Your Executive Coach: Roles a Coach Should Not Play

Your Executive Coach: Roles a Coach Should Not Play

Are you working in a company or law firm where leaders select executive coaches as part of a leadership development program?  Does your Human Resources Department have a plan to hire seasoned executive coaches who are a great fit with the company culture?

One of the most powerful questions you can ask is “What roles should a coach not play when our company leaders select coaches?” Emotionally intelligent and socially intelligent leaders are highly selective when picking the right executive coaches for their executive coaching and leadership development programs.

Roles a Coach Should Not Play

Coaching methodologies vary widely. Some begin with 360° assessments; others use in-depth interviews. Regardless, your coach should clearly define the process’ start, developmental plan and conclusion.

A good coach will consciously avoid roles that hinder your ability to take independent action:

Cheerleader: Coaches should not give positive reinforcement from the sidelines for everything you do.

Therapist: Coaches should not deal strictly with your personal adjustment and psychological issues, even if they’re qualified and licensed to do so. Your coach must continually assist you in the context of your organizational performance and business goals.

Executor of the Boss’s Wishes: Coaches should do more than force you to conform to a superior’s expectations, even when given an agenda when hired.

Shadow Manager: Coaches cannot advise you on business decisions or act on your behalf.

One-Sided Advocate: Coaches must look at all viewpoints and resist taking one side.

Two loaded and complex issues often arise during coach selection: good fit and credentials.

Beware of deciding upon the look and feel of a good fit. Effective coaches are adept at personal relationships, and each has a unique style and manner. Be sure to balance feeling comfortable with the person against your need to be challenged as you grow. You must believe a coach can help you change.

As for credentials and training, the executive-coaching field is not associated with traditional career paths or specific educational backgrounds. Most coaches enter the practice after a gradual evolution from roles in related areas.

Coaches may come from internal HR departments and specialize in leadership development or organizational effectiveness. Others have external consulting experience and specialize in organizational change. Some come from the counseling and psychology fields. Many have years of business experience in executive offices, while others are retired CEOs.

What really matters is the coach’s ability to understand and work with individual and organizational dynamics. Make your selection only after you have a solid understanding of the coaching relationship and process.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the Bar-On EQ-i and CPI 260 can help company leaders have a productive coaching experience. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged and aligned with the vision and mission of your company or law firm.

I am currently accepting new executive coaching and career coaching clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.