| Why executive coaching services are expanding and | | | | exponentially. |
| how best to use an executive coach. | | | | Leadership and executive coaching |
| Why use an executive coach? | | | | Leadership vacuums |
| Nothing to be ashamed of | | | | We definitely hear this a lot from our various clients, |
| Unfortunately, for years, the idea of using an | | | | how there is a big leadership void, how they don't |
| executive coach was looked on as a weakness. | | | | make leaders like they used to, how things would be |
| Somehow, the higher up people got in a company, | | | | better if they only had good strong leadership within |
| the more responsibilities they were supposed to | | | | their organisations. |
| handle without any outward sign that they weren't | | | | We've written quite a bit on leadership (link here to |
| superman or superwoman. | | | | leadership docs?), but it's important to look at |
| It wasn't even supposed to be the image of the | | | | leadership in the context of executive coaching. |
| swan - serene and calm on the outside, but paddling | | | | We agree. There are leadership voids in many |
| like hell underneath. No, people were supposed to | | | | organisations. There isn't however, a lack of people |
| look serene and paddle serene as well! | | | | who could fill those leadership voids. The issue seems |
| Fortunately, these days things have moved on a lot. | | | | to be more about how people's leadership skills and |
| It's not considered a weakness to seek support. At | | | | potential are perceived. |
| least in some companies. There will always be those | | | | Owning up |
| that think the stiff upper lip is better than admitting | | | | We think this is one of the best indicators of a good |
| that not only people can't do it alone, but it's a whole | | | | leader: owning up to mistakes and showing |
| lot better if they don't. | | | | vulnerability. |
| All the 'big people' have their own coaches, mentors, | | | | It really is all right to make mistakes. You can't and |
| 'gurus', counsellors or wise person. Indeed, having an | | | | won't know it all and you will screw up every once in |
| executive coach is nothing to be ashamed of. | | | | a while - everyone does. When you do, try not to |
| Pressure 'they' put on you | | | | make excuses, point the finger of blame at someone |
| You are a key member of your company. People rely | | | | else, sweep it under the carpet and hope it will |
| on your leadership, interpersonal skills, judgements | | | | resolve itself on all its own or justify your own |
| and decisions and expect you to continually 'come up | | | | behaviour. |
| with the goods'. | | | | Humility and maturity go hand in hand. When |
| As a matter of course, you are called upon to give | | | | something goes awry, take responsibility for what |
| keynote speeches, chair crucial meetings, develop | | | | went wrong and use your executive coach to |
| strategy and people, focus on succession planning, | | | | debrief. The more you can let your coach know |
| handle crises and deal with the internal and external | | | | what has been going on for you, the better able |
| pressures that go with your position. | | | | they will be to give you relevant, practical |
| Part of the deal is that others do expect you to | | | | suggestions to ease you through the rocky times. |
| handle all that and more with grace, professionalism, | | | | Then you'll be exhibiting true leadership behaviour. |
| energy and enthusiasm. And then there's the rest of | | | | Being a role model |
| your life, too: all that work-life balance stuff. | | | | People need role models |
| Pressure you put on yourself | | | | Great, even good leaders need to be role models for |
| Not only that, staying under duvet may seem very | | | | the people around them. Others look to you for |
| inviting, especially if you, too, set high (if not | | | | guidance, wisdom, surety and confidence. They rely |
| impossible) expectations for yourself. Unfortunately, | | | | on your dependability. They want to know you're |
| staying under the duvet is not an option most of the | | | | handling it all. |
| time. | | | | So what if you aren't? Can you still be a role model? |
| Putting additional pressure on yourself is not | | | | Of course you can. |
| uncommon. Somehow, the more responsibility people | | | | How executive coaching can help |
| are given, the stronger their sense of obligation. Now, | | | | This is exactly where executive coaching is most |
| that's not a bad thing. It's good to be really | | | | needed. In these kinds of situations you can display |
| committed and responsible. | | | | true leadership behaviour just by having an executive |
| However, the downside is that people give | | | | coach. |
| themselves a really hard time when they don't live up | | | | First, you'll be demonstrating that you, too, need |
| to the expectations they've set themselves. And | | | | support, which in turn gives permission to the people |
| those expectations are usually way higher than any | | | | around you to acknowledge they might need support |
| their companies set. They really get to a point where | | | | as well. |
| they can't see the wood for all the trees they | | | | Second, you'll be letting others know that you aren't |
| themselves planted. | | | | invincible. The knock on effect of that could be that |
| Good executive coaching should put all these | | | | people will be more aware of just how much you |
| pressures into perspective and give you tools and | | | | have to cope with. |
| additional skills to cope more effectively with | | | | In turn, if chosen well, your executive coach can be |
| everything that's thrown at you. | | | | one of your role models. Because we can guarantee |
| Benefits of using an executive coach | | | | that your executive coach isn't invincible either! |
| It's a place to offload | | | | Role models aren't indestructible. And if you want to |
| When you use an executive coach, it's a wonderful | | | | be a great role model, let other people know it. |
| opportunity to offload your concerns, issues and | | | | Choosing an executive coach |
| complaints without fear of making a career-limiting | | | | Who's right for me? |
| move. | | | | The spectrum of executive coaches and executive |
| Your coach offers confidentiality and objectivity | | | | consulting services is enormous. The executive |
| These are qualities everyone could use in their life. | | | | coaching services on offer are seemingly endless. |
| You want to know that what you discuss with your | | | | Different people offer different skills and it's really |
| coach stays between the two of you. At the same | | | | important for you to be clear about what you want |
| time, getting an objective perspective on your | | | | from an executive coach. |
| situation is invaluable. | | | | If you aren't clear what you want when you start, |
| You will feel more motivated and enthused | | | | then that's one good way to find out if you'll be able |
| When someone is totally on your side and guiding | | | | to work with someone: by talking with you even for |
| you through some of the rockier times in your | | | | a brief time, a good executive coach will be able to |
| working life, energy and enthusiasm are released. It's | | | | help you pinpoint exactly what they could do to |
| very reassuring knowing someone is there. | | | | support you. |
| They will give you unbiased practical support | | | | But there are some essentials no matter who you |
| Without an axe to grind, your executive coach won't | | | | use. |
| be biased, won't have the same prejudices and | | | | Your executive coach has to: |
| expectations others within your company may have. | | | | Be trustworthy |
| They will also be able to offer you practical | | | | Be hugely experienced in dealing with a variety of |
| suggestions and options because they may perhaps | | | | people and issues |
| see your issues more clearly than you are able to. | | | | Have your best interests at heart |
| They bring outside expertise | | | | Be empathetic |
| A good executive coach should have an array of | | | | Have really good counselling skills; be direct and clear |
| expertise and skills that you may not have. You can | | | | Get to the point and give practical suggestions |
| expect to have your own knowledge and skill base | | | | And most important: |
| developed the more you use a coach. | | | | You do have to like them |
| They aren't part of your company | | | | Whatever anyone says, if you or your company are |
| This is key. An executive coach who isn't part of | | | | paying for executive coaching support, you absolutely |
| your company won't be caught up in the politics, | | | | must get on with this person. |
| intrigues, pettiness or even just the day-to-day | | | | Some companies may have a group of executive |
| routines. | | | | coaches they know and use. If you don't like any of |
| They bring an outside perspective | | | | them, find your own! |
| Following on from the above point, the fact that | | | | Having an executive coach could be a major |
| they aren't part of the company means that they will | | | | relationship in your life. You may use them only once |
| see everything with 'untainted' eyes. In turn, they | | | | or decide that you want them supporting you in an |
| simply won't see the things the way you do and will | | | | on-going role. You may decide to have a 'check up' or |
| be able to offer you fresh perspectives to help you | | | | 'MOT' once a year. |
| tackle problems more creatively. | | | | At Impact Factory, those of us who do executive |
| Your confidence will increase | | | | coaching have all kinds of coaching relationships:people |
| With someone providing unconditional support, fresh | | | | we see once who have an intensive, powerful and |
| perspectives and who is there just for you, your | | | | in-depth sessionpeople we see regularly who like to |
| confidence can only increase. Having an executive | | | | know someone is out there just for thempeople with |
| coach is like having your own private cheering squad | | | | whom we have a less formal arrangement - they use |
| (even if a discreet one!). | | | | us as and when things arise and they need an |
| You'll get better at what you already do well | | | | outside eye to help them |
| A good coach should help you develop what you're | | | | However and whoever you use, executive coaching |
| good at. By giving you a variety of skills and | | | | could make a significant difference to how you feel |
| techniques, your qualities and talents will grow | | | | and what you do. |