When a coach is able to distinguish their niche, provide clear expectations for results and provide excellent references, I believe opportunities abound for truly interesting satisfying work.
3. For the past several years I see/hear a trend that I believe will only get stronger for executive coaches. That is a blending of consulting, mentoring, teacher/trainer, and coaching skills in a single engagement. Senior leaders are requiring a top level executive coach have knowledge of both business and leader development and expect the relation to clearly model how that leader could effectively behave in the organization. The consistent major distinction between X,Y,A and coaching is that coaching still does not have/present “the answer”. Coaching is grounded in a discovery process through which the client reaches their own answers vs a consultant, mentor, teacher, trainer, etc. giving/telling the answer. This does not preclude the Exec Coach from utilizing the competences of other disciplines to help broaden the client’s awareness/thinking.
Another trend I see continuing is the use of the science of learning and how the mind works to enable coach and client to more quickly, easily and deeply create new lasting pathways of behavior. This includes my area of fascination for decades – how words/language builds realities that can be refreshed so deeply.
John B. Lazar
It was refreshing to reread the 2003 panel discussion on aspects of executive coaching. It is a privilege to reflect on the perspectives that were shared by an extraordinary panel of experienced coaches, deftly facilitated by another experienced colleague, Linda Miller. I offer my own perspectives on this snapshot. There is so much to choose from so I shall be selective, guided by what moves me and where I believe I can contribute. To be transparent, Bill Bergquist and I were co-founders and co-executive editors of IJCO The International Journal of Coaching in Organizations™. Several of the panelists wrote articles that appeared in IJCO or served on the IJCO editorial board.
About excellent executive coaching: Mary Beth had commented on the importance of connecting coaching outcomes to strategic objectives. This continues to be a critical issue for making the business case for coaching. This is one to broach initially when contracting, to consider during discovery and design phases, and to incorporate when designing evaluation measures. The challenge continues to be to include these issues as relevant design elements for the coaching intervention.
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