We recognize and strive to deliver world-class coaching that 1. engages the coachee. 2. creates movement forward from day one. 3. cares about the whole person. 4. introduces skill development strategies that really work. 5. practices with the coachee.
We'll 1. "get" the dynamics of your business. 2. know how to work toward results. 3. combine and integrate how to work with what to get done. 4. show awareness of the reality of the executive level. 5. bring a sense of humor. 6. work both tight and loose, demanding and supportive. 7. have enough groundedness to not get charmed by power. 8. work toward independence. 9. demonstrate insight during your first conversation.
Are you looking for a coach? Not sure how to start the conversation? Want to discuss your particular situation and "fit" to leverage coaching? Complete our pre-coaching survey
Or give us a call at 972.346.2892 to schedule a time to discuss your particular needs.
Click to see expanded graphic.
The analysis presented in the graphics is drawn from an online survey developed by senior editors at Harvard Business Review and Carol Kauffman of Harvard Medical School. They compiled a list of potential participants through their direct contacts, referrals from senior executives and HBR authors, and executive-coaching training organizations. Nearly 200 survey invitations were distributed by e-mail, and data were compiled from 140 respondents.
* Respondents were divided equally into men and women. * The coaches
are primarily from the United States (71%) and the United Kingdom (18%).
* 66% of respondents disclosed that coaching is their primary source of
income. * The group is highly experienced: 61% have been in the business
more than 10 years. * 50% of respondents come from the fields of business
or consulting. * 20% of respondents come from the field of psychology.
The reasons companies engage coaches have changed. Ten years ago, most companies engaged a coach to help fix toxic behavior at the top. Today, most coaching is about developing the capabilities of high-potential performers.
Ingredients of a successful coaching relationship Is the executive highly motivated to change? Executives who get the most out of coaching have a fierce desire to learn and grow. However, we are also effective at engaging individuals that appear more apathetic toward coaching. And toxic behavioral problems can be corrected. The assessments we use and the first meeting with the individual will identify "blamers", victims, and individuals with iron-clad belief systems that don’t change. When we see that, we recommend termination of the coaching contract to the client and coachee and charge only for services rendered.
Does the executive have good chemistry with the coach? The right match is absolutely key to the success of a coaching experience. Without it, the trust required for optimal executive performance will not develop. We believe a good coach is able to make the right connection with a wide range of people.
Is there a strong commitment from top management to developing the executive? The organization must have a true desire to retain and develop the coached executive. Do not engage a coach if the reality of the situation is that they aren't able to succeed. To fix a systemic issue beyond the control of the coached individual, we recommend including more of the players.
Does the focus of coaching engagements shift? Coaching contracts might start out with a business bias that migrates to ‘bigger issues’ such as life purpose, work/life balance and becoming a better leader. If the assignment is set up properly, the objectives of coaching are very clear before the assignment gets started. For a program such as High-Potential Development, there will be a clear purpose of the program with a strategy that focuses on individual needs with laser accuracy.