People who focus on executive performance and development over time have shown there are four aspects of executive focus in an organization: (1) Responsibility, accountability and authority, (2) interpersonal roles, (3) informational roles, and (4) decisional roles.
However, this is only the tip of the iceberg in really understanding the value and leverage to be gained as a result of executive coaching. This article examines how to leverage executive coaching fully, in order to assess and amplify the role of emotional intelligence in executive results.
Executive Coaching is More Than Behavioral Work! In fact, most of the current paradigms of executive coaching/consulting probably encompass no more than single loop learning: performance against a set of expectations without a corresponding shift in governing variables, or what we’ll call problem solving. Framing this concept of single loop learning, promoted in the seventies by Argyris and Schon is the shift to double loop learning and Model II learning. While this is not a new concept, learning how to learn while objectifying this process is another matter. In order to leverage executive coaching and double loop learning, we’ll have to focus on more than just behavior.
A definition of emotional intelligence in a business system:
The capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions in ourselves and others. An emotional competence is a learned capability based on emotional intelligence that contributes to effective performance at work.
Essentially: [Taken from Goleman.]
• Understanding Yourself
• Managing Yourself
• Understanding Others
• Managing Them
There are a couple of key points that allow us to understand and guide executive coaching depicted by this model.
1. First, we have to understand that most executive coaching is done as a result of…