Topics of Interest
Moderator (Linda): Would each panelist now briefly comment on the topic you have been assigned to address during the breakout activity?
Jeannine: My topic concerns the differences in coaching-the different kinds of coaching and the distinctions of excellent executive coaches. We need to be able to move in many audiences perhaps many locations, many countries and appreciate the subtle differences. At this time, you are probably saying to yourself, “Yeah, of course.” But beyond this line of distinction I put coaching differences in three buckets. The first is executive presence. The second is business acumen. And the third is coaching competencies at the senior level. Each one of these has many secondary points and together they create distinct variances in the way we talk and work with colleagues.
Mary Beth: My topic is best practices of executive coaches. To me, executive coaching is not personal coaching in the workplace. The development of the leader is necessary, but not sufficient. One of the key tasks of an executive coach is to make sure that the coaching is linked to strategic objectives. The best coaches help their clients closely examine the core tasks at hand and then also identify the core emotional challenges. They are involved with the leader as they work together and discover how task and emotion are interrelated.
Bob: My topic is forming teams of excellent executive coaches. I suggest looking at it from different angles. Understand that most coaches work in isolation. We really have to focus on allowing independent coaches to survive along with our profession. We need to be working together and learn how an organizational coaching model may look with a team of coaches deployed. Thirdly, if we’re all out there doing some work together inside the same organization, how do we deal with the issue of confidentiality.
Bill: I’ve been asked to talk about models of coaching in organizations–which means I’m going to step out a little bit from executive coaching. The differences between performance coaching, executive coaching and alignment coaching causes me to put executive coaching in a broader framework. We need to drill a little deeper and talk about three different models of executive coaching called reflective coaching and link that to training in relationship to executive coaching. We also need to consider instrumented coaching –in particular, looking at the relationship between 360 feedback processes and coaching. In addition, we have observational coaching and the link between executive coaching and strategic planning. Drilling down still farther into executive coaching, we can talk about three kinds of coaching issues: coaching around puzzles, coaching around problems, and coaching around mysteries. And relate that to the notion of internal and external locus of control.
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