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Frequently Asked Questions

A coach is an experienced guide – an executive, counselor, teacher and resource center – who is able to look objectively at your behavior. By helping you focus on particular problems and by developing a relationship with you, your coach can help you achieve positive, long-lasting results more quickly.
There are a variety of ways the supervisor contributes to the success of the executive’s coaching experience: as an encourager; as an honest, but constructive source of information and feedback; and as someone who is willing to modify his/her own behaviors, if necessary, to ensure the executive’s success. As an encourager, he/she can help to establish an optimistic and rewarding work environment, where the executive can gain confidence as he/she grows. As a source of information, he/she can provide essential insights into the executive’s behavior, as well as concrete, anecdotal information the coach needs to design effective learning experiences. And, he/she can support the executive with direct feedback on his/her progress. Sometimes, the supervisor has unrealistic expectations of the executive, or the supervisor’s style may poison the executive’s growth. As someone who is also willing to model change, the supervisor can cooperate with the coach to refine his/her management methods and style.
Some skills can be learned in groups, but most executive skills require behavior changes that are not taught in seminars. The most effective learning experiences are those that take place in the work environment. If the executive changes, others around him/her must alter their behavior to support the changes. Most research indicates that executives learn best when they deal with situations in their own company, in their own environment.
No. Group coaching is an effective way to build teams and individuals at the same time. Coaching is generally more effective when there is a combination of individual and group coaching activities, because executives and managers are required to work collaboratively with others. In most corporations, the lone-wolf executive is an anachronism. Working with others to develop more effective skills requires getting and giving feedback in constructive ways.
No. It may be used for executives who are not performing adequately or executives in transition. Problem executives are those who have behavior patterns that cause trouble in the organization or exhibit skill deficiencies that inhibit their effectiveness. Executives in transition are those who have moved or are about to move from technical jobs to management jobs. They also may include executives who are moving from line management to areas of greater and more abstract duties. Coaching is a way to enable them to make a smooth transition.
Not at all. We get calls to work with high-potential middle managers and new managers, who are still in transition and can benefit from support and guidance, and we often work with managers or executives, who are simply committed to continuous learning.
The aim of the development process is to enable the coaching recipient to function as a self-directed and effective individual, who wants to continue his development beyond the coaching relationship. As the executive progresses, more and more responsibility for the learning activities shifts from the coach to the executive. The coach works with the executive’s supervisor and staff to develop strategies that will help him/her continue and sustain his/her progress. We also help the executive write and negotiate a development plan (up to 3 years) with self-monitoring activities. Monitoring and feedback points are built into the plan to allow the coach’s involvement.