| Q |
Would having a coach produce an identity of being incompetent or needing "special help"? |
| A |
Executive coaching has in just the last few years become a common practice in progressive and learning-oriented companies. These companies are providing coaches to their high potential managers as perks and acknowledgement of their success. Most companies today recognize coaching as an effective and necessary leadership development practice. |
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| Q |
How long will it take? |
| A |
This will depend on your specific goals. A coaching relationship can last from 1 session to multiple years. A typical coaching program is planned for 6 months and is extended if needed. |
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| Q |
How often would we meet and for how long? |
| A |
Typically we would meet every 2 weeks for 1 to 2 hours. |
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| Q |
Is this going to be like therapy? |
| A |
No — our objective here is to develop specific management competencies, not resolve issues of your past. We will work on behavioral changes, but will not delve into the historic causes behind your old behaviors. |
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| Q |
What can I expect to be different? |
| A |
This will be based on the specific goals we agree on. The goals will be tangible and specific so we will know that you have achieved them. If I do not believe we can achieve a goal you suggest, I will say so up front. The potential here is for you to make significant improvements in your effectiveness and results. |
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| Q |
Will you solve my problems or tell me what the best thing is to do? |
| A |
No — my job will be to help you develop the competencies to more effectively respond to and resolve your own issues. It would not be useful for you to become dependent on me. Our goal is for you to embody your own new competencies. |
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| Q |
What will we talk about in the coaching sessions? |
| A |
Once we agree on the goals of the coaching process we will either focus on developing new practices to focus on specific competencies or will assess current situations and explore possible responses. Generally, I will be showing you new ways to interpret your issues in order to reveal new possible responses. You will try these out, and we will examine and learn from the outcomes. I will also give you assignments to increase your awareness of how you respond to situations. I will identify behaviors that limit your performance, and give you practices to improve your performance in these areas. |
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| Q |
Will I become dependent on you? |
| A |
No — I will mostly look to you to come up with your own answers and solutions as I show you new ways of interpreting your situations and assessing possible responses. |
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| Q |
How can you possibly help me? |
| A |
It is not important that I have done the specific type of work that you do to help you in the development of basic management competencies. These basic competencies are not industry or profession dependent. |
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| Q |
What kind of experience do you have working with senior executives? |
| A |
I have coached senior executives for over 7 years as in independent consultant. I have worked with CEOs, VPs, and senior managers in small organizations as well as fortune 500 companies. |
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| Q |
What education do you have for coaching? |
| A |
My formal education is in engineering, management and behavioral science. This foundation, coupled professional coaching certification training, experience in personal growth training, and years of practical management experience provide me with a strong background for coaching. |
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| Q |
Why can't you just give me some good books on leadership to read? |
| A |
Reading only fills your mind with new information. Although knowledge and theories are useful they do not necessarily produce the ability to behave in new and more effective ways. Only through practices and trying out new behaviors will you embody the ability to act in new and lasting ways. |
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| Q |
What other companies or executives have you worked with? |
| A |
Mylex Corporation — CEO, VP, and Director level, City of Seattle — Senior management, Aldus/Adobe Corporation — Director level, Ryan Instruments — CEO, The New Power Company — VP level, Fortune 500 Financial Inst. — VP and Director level, Frontier Geosciences Corp. — President |
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| Q |
Will you work with the people who report to me? |
| A |
Often I find that it is quite effective to work with the whole intact team. At a minimum I will interview some of your reports as the coaching begins. I may also want to observe you in action with your team. If we identify issues with the effectiveness of your team, I may suggest doing work with the whole group. |
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| Q |
How will we get started? |
| A |
In our initial session we will agree on the goals of the coaching process and work out the timing and logistics. We will clarify the commitments we are each making and identify any potential obstacles to progress. I will ask you for some general background information. I will interview a few of the people you work with and may also observe one or two of your meetings. |
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| Q |
I've gotten this far. Why shouldn't I be able to help myself? |
| A |
Times have changed. The pace of technological change and the intensity of competition require new and constantly adaptive competencies. The practices that have worked in the past may no longer be effective in today's business environment. If you are not continually learning you will quickly become ineffective and obsolete. |
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| Q |
Will you be sharing any of our work with my boss. |
| A |
All of our discussions will be totally confidential. I would only share that which you agree that I pass along. |
