Our Approach to Executive Coaching

Often, Executives have a very negative reaction to the term “Coaching.” Although very much in vogue, it is often misunderstood. When an executive is recommended to undergo a coaching process, it if often heard as, “Go get some therapy” which obviously brings up the natural and not often expressed response of “I’m not crazy.” With such a response, comes the implicit resistance to explore the possible benefits of a coaching relationship

For us, Executive Coaching is an equalitarian relationship between two adults: a coach and a coachee. It is aimed at helping the coachee explore his/her basic assumptions, core beliefs, patterns of decisions and behaviors in order to expand his/her potential, as well as areas of difficulty that may be hindering his/her relationship with others and/or effectiveness at work. In this relationship, the role of the coach is to help and facilitate such exploration by creating a safe environment where the Executive can engage in a meaningful process of reflection and discovery. Although it is not therapy, the process itself could be therapeutic.

The relationship is one of choice where the executive gains full awareness of his/her implicit or explicit choices as well as the implications of such choices, and learns to take full responsibility for his/her professional or life journey.

What does this process look like?

This is a common question when dealing with the unknown.  As Abraham Maslow said, “We are driven by the need to know and the fear of knowing.”  There is no unique way or prescriptive process for coaching.  It is an organic process/relationship that ends when the Executive and/or the coach feels that the relationship is not longer helpful to the coachee. In general, the process involves a Discovery Phase, Reflection Phase, New Choices and Decisions Phase, Experimentation and Behavioral Change Phase and then returns to the Discovery Phase.

Who gets involved in the process and when do they get involved?

The process may start and end with the two adults (coach and coachee) with no further involvement from anyone else.  Others may be involved, if necessary, to aid in any of the phases of the coaching engagement but only with the agreement of the coachee and the coach. This may include the boss, peers, subordinates, family members, friends, etc. of the Executive.

Who would have access to the information or issues that emerge during this process?

All the information belongs to the Executive and it is his/her decision with whom to share this information with.

Are there any tools or assessment instruments used in this process?

Yes. We find that assessment instruments are particularly useful in the Discovery Phase. They allow us to explore the basic assumptions, tendencies, style of the coachee as well as the image or impact that the coachee has on others.