The good news? Today more clients select executive coaches wisely and get better service. Despite industry quality problems, research from the International Coach Federation (ICF) suggests that 86% of client organizations report at least a degree of positive ROI from coaching. Imagine the ROI boost if the field one day became a disciplined profession that consistently generates strong results.
The bad news? A significant portion of clients and buyers still rely on vague selection criteria and processes, are confused, fall for misleading or misguided marketing messages, and get less value from coaching investments than they deserve. Instead of having clear, consistent information to rely on in selecting their best option – a great coach – many consumers are forced to wade through a growing volume of half-truths and inflated sales claims. They are – pick one – appalled, incredulous, weary, resigned, or unable to make sense of an industry long known for disarray and less-than-professional discipline, one making encouraging progress but still chasing its tail after close to a century.
Briefly, here are two of many industry challenges for which TEC4 support has been useful.
Example 1 – Business vs. Psychology
Historically and currently, most executive coaches claim to have business or psychology knowledge and cite it as important in their differentiating sales ‘value proposition’.
For decades, a major source of entrants into executive coaching has been current or former executives and consultants. Coaches with this background offer at least two reasons for buyers to select them.
The first reason is credibility – based on their practical, relevant experience, knowing ‘first-hand’ about organizational demands. The second reason is their education and training through MBA programs, for example. Strategy, sales, finance, marketing and their other expertise areas may resonate with client executives.
A second major source of aspiring executive coaches has been psychologists and related social scientists. Coaches with this background refer to their perceptiveness and understanding of people and their skill in helping them adjust and adapt to improve. They cite expertise in behavior change, adult development, neuropsychology, assessment, and positive psychology, for example.
These two communities, with business and psychology roots, compete of course. Each tries to articulate respective advantages in serving clients, and how their particular expertise is fundamental for excellent practice.
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