Executive Coaching , livre ebook

Thorogood Publishing - Stuart McAdam

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77 pages

English

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what you can provide as a coach - and what a good coach can provide for you and your organisationWill I benefit from coaching? How will I measure the benefits - and will they be lasting ones? How do I choose the right coach and how can I get the maximum value out of the process?This book - by an insider with plenty of experience of hiring coaches and acting as a coach - provides a pragmatic insight into executive coaching for those who:are contemplating a career move and becoming an executive coachare considering using the executive coaching process for their organizationare considering using - or asking their organization for - an executive coach for themselves.Stuart McAdam emphasizes the importance of commitment from coach, individual and sponsor [the organization] if coaching is to be of real benefit.

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Strategic management

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Publié par	Thorogood Publishing
Date de parution	27 janvier 2014
Nombre de lectures	0
EAN13	9781854188489
Langue	English

Informations légales : prix de location à la page 0,0364€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

First published in eBook format 2014 Thorogood Publishing Ltd 10-12 Rivington Street London EC2A 3DU Telephone: 020 7749 4748 Email: info@thorogoodpublishing.co.uk Web: www.thorogoodpublishing.co.uk
© Stuart McAdam 2007
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying, recording or otherwise, without the prior permission of the publisher.
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than in which it is published and without a similar condition including this condition being imposed upon the subsequent purchaser.
No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the author or publisher.
A CIP catalogue record for this book is available from the British Library.
ISBN (10) 1 85418 254 4
Dedication
This book is dedicated to my mother, Dorothy Courtice McAdam (1913-2004)
About the author
Stuart McAdam gained an MBA from Bradford University and a Certificate in Executive Coaching from Strathclyde University and The School of Coaching. He is a Fellow of the Royal Society of Arts and a Chartered Fellow of the Institute of Personnel and Development.
He has worked in both the public and private sectors, including lecturing at Nene College, Principal Officer with the local government employer’s organisation and Head of Employee Relations at the Confederation of British Industry. More recently he spent eight years as a principal consultant with KPMG Peat Marwick, was Group Human Resources Director at M&G Reinsurance and Global Head of Human Resources, and Member of the Executive Board at Swiss Re Life & Health.
He is a Director of 365 Coaching and is currently working on ‘The Insider’s Guide to Outdoor Management Development’.
Acknowledgements
I am grateful to the many people who helped me assemble my thoughts on executive coaching – as they know this was at times a painful process for me!
They include Dilly Hallett, Mary Murphy, Wendy O’Shaughnessy, Mary Borba, Laura Dietrich, Anne Williams, Martin Powell, Jon Toogood, Chris Kane, Michael Rush, John Engestrom, Celia Baxter, Louise Redmond, Eva Ruzicka, Jim Barrett, Adrian Furnham, Liz Tate, Ruth Salazar, David Robertson, Richard Parker, Sara Burks, Peter auf dem Brinke, Sara Burks, Alex Swarbrick, Peter Jones and Tony Hipgrave. I would like to give Myles Downey a special mention for stimulating my mind on the potential power of executive coaching.
I thank those people and organizations that have allowed me to quote from their material: Tricia Bey at the School of Coaching, Gladeana McMahon at the Association for Coaching and Julie Hay of the European Mentoring and Coaching Council. The ‘personal qualities’ identified in the British Association for Counselling and Psychotherapy’s Ethical Framework is reproduced by kind permission from Laurie Clark, BACP Chief Executive. The extract from the 4Square psychometric instrument is reproduced with permission from Jim Barrett and the British Psychological Society ‘Code of Good Practice for Psychological Testing’ is reproduced with their permission. I am grateful to Lee Salmon of the United States Department of Treasury, Federal Consulting.
Also thank you to Neill and Brenda Ross who made this book possible.
Introduction
Why this book?
‘Join the world’s fastest growing profession’ reads the advertisement in the London Times. ‘It’s becoming too easy to set yourself up – almost like becoming a realtor in the states’, says a very experienced coach. Although the skills of coaching have been practiced for centuries in one form or another, only more recently has coaching captured the imagination of a larger audience. As with many industries and professions experiencing rapid expansion, growing pains are inevitable. So are differences of opinion.
Moreover, type the word ‘coach’ into a search engine and what do you get? More than 58,000 listings for various types of coaches and coaching outfits. Additionally – and maybe not so surprisingly – a sponsored link for a bus company! Apt in a way since effective executive coaching is about getting the participant from A to B!
Despite this plethora of information, working out what a coach can do for you, or what you can offer as coach can be difficult. TV programmes showing almost instantaneous results from so-called Life Coaches don’t help either. This is not to impugn the integrity of many life coaches, but to be realistic and recognize that TV programmes frequently go for impact rather than draw attention to the process by which coaching delivers results.
In the corporate world executive coaching is gradually showing the significant benefits it can deliver to a sometimes skeptical audience. And the recent upsurge of interest in the field of ‘emotional intelligence’ has increased the desire of many managers to find tools and processes to make it happen. Concerns over expectations not being met or confidences broken do exist, but there are very many great coaches delivering real and measurable benefit to their clients.
With these concerns and expectations in mind, this book aims to provide a pragmatic insight into executive coaching for those who: may be contemplating a career move and becoming executive coaches; are considering using the executive coaching process for their organization; are considering using – or asking their organization for – an executive coach; and those general readers who are interested in discovering what all the fuss is about!
Based on the number of recent – and recurring – press and other media pieces about coaching this is clearly a ‘popular’ area of interest. A cynic might suggest that coaching is not that popular – the idea of becoming a coach is! Certainly the concept of life coaching has captured the popular imagination. Some websites even carry the warning that ‘life coaching is not a substitute for therapy or other medical needs’. Others compare it to having someone by your side as you embark on a brave new journey. In reality the processes used in many life coaching settings will be very similar to those encountered in executive coaching. The backdrop to the Executive Coaching described in this book is that it is being paid for by an organization to help an individual achieve their full potential at work.
Using my own criteria for judging the usefulness of management books this one will attempt to avoid homilies on the transformational experience this book will deliver. In my experience executive coaching CAN make a sustainable difference BUT you need both focus and desire to have this happen.
The structure of the book aims to guide the uninitiated, the knowing and the downright prejudiced through the key aspects of executive coaching: What is executive coaching? The organizational context Where executive coaching makes the difference How does it work? The coach as consultant What to look for in a coach What to look for as a potential coach Making this book work for you
Throughout the intent is to present topics and issues from the perspectives of coach, potential coach, purchaser and end user. It is predicated on the belief that all of us have potential and that coaching is a powerful and practical way of unleashing it.
In what is currently a completely unregulated area of professional advice, hopefully the book will prompt lots of conversation and maybe even conversion!
Chapter One - What is executive coaching?
This chapter picks up on the key facets of Executive Coaching. It explores the differences that exist between coaching, counseling and consulting, and examines the key components of the executive coaching process. Many are then dealt with in more detail in the subsequent chapters.
The need for coaching may seem self evident to an observer before the need is recognized by the person who would benefit; and the participant may well conclude “that was really much more useful than I expected” after the process has successfully concluded.
Notwithstanding the benefits of hindsight, based on numerous discussions with people in a wide range of organizations, there is rarely one start point to an interest in coaching. It may be triggered by an event or a crisis or a feeling that things ‘could be better’. Indeed it may be seen as a route of last resort rather than an entirely appropriate means of seeking assistance.
In some ways, the term Executive Coaching is in itself something of a misnomer, and also the cause of some confusion. The book is not going to attempt to re-badge an entire industry but it may help you to think of what is being delivered as personal or team development consulting. It has also been described as fulfilling the role of ‘executive confidant’, which certainly captures the importance of having access to an impartial and non-directive source of help.
In simple terms Executive Coaching is:
The process by which the coach uses appropriate listening and questioning skills to work with the participant (coachee) to enable them to review and ultimately own solutions to issues upon which they seek resolution.
The issues being reviewed can range from coming to terms with a new role, to concerns over career direction, to dealing with feedback on performance and/or behavior which may at the time seem impossible to believe or to rectify.
It is the emphasis on helping the participant to learn for themselves that is one of the key differentiators from other approaches such as training or consulting. Fundamentally it is giving the participant the freedom and space to work on their issues and to identify for themselves possible approaches, solutions and measures of achievement.
Appropriately targeted coaching can deliver considerabl