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Association for Talent Development - Nadine Greiner

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86 pages

English

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Embrace the Power of Executive Coaching

As businesses become more complex, they tend to lean on their high performers to fend off competitors, innovate, and pivot to unexplored markets. But who do these executives and leaders turn to when they need to refine their own skills?

Executive coaches.

In The Art of Executive Coaching, Dr. Nadine Greiner takes you behind the scenes with nine stories of executive coach Alice Well and her clients. Follow along as she lets you in on the secrets, tips, and tricks to unlocking the transformative performance results leaders need. With Alice’s help, these individuals learn to adapt their personal leadership styles, illuminate their blind spots, and adopt new ways of relating and managing to benefit their teams and organizations. But it’s not all smooth sailing. Dr. Greiner shares Alice’s bumps along the way, too. With this book, aspiring executive coaches will understand why coaching works so well—why certain techniques enable leaders in sales, tech, healthcare, and more to achieve dramatic results in a relatively short time.

There is no one-size-fits-all approach to executive coaching. As these stories show, you must adapt your approach to meet the unique needs, traits, and habits of each leader. That’s part of what makes the business of executive coaching thrilling—and increasingly in demand. No executive is perfect; there’s always room for improvement. The skilled executive coach helps make this possible.

Sujets

Efficacité professionnelle

Efficacité

Employabilité, métiers et formations

Training

Economics

Business

Gestion d'équipe

Informations

Publié par	Association for Talent Development
Date de parution	09 octobre 2018
Nombre de lectures	0
EAN13	9781562865504
Langue	English

Informations légales : prix de location à la page 0,1500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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© 2018 ASTD dba the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America. 21 20 19 18 1 2 3 4 5
No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, information storage and retrieval systems, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
All names, characters, places, or incidents references in The Art of Executive Coaching: Secrets to Unlock Leadership Performance are fictional, and any resemblance to actual persons, entities, places, events, or incidents is coincidental. Further, The Art of Executive Coaching summarizes the perspectives of the author and contributors only and does not constitute the opinion, policy, approval, or endorsement of ATD.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2018947182 ISBN-10: 1-947308-79-3 ISBN-13: 978-1-947308-79-4 E-ISBN: 978-1-56286-550-4
ATD Press Editorial Staff Director: Kristine Luecker Manager: Melissa Jones Community of Practice Manager, Senior Leaders & Executives: Ann Parker Developmental Editor: Jack Harlow Senior Associate Editor: Caroline Coppel Text Design: Shirley Raybuck Cover Design: Faceout Studio, Lindy Martin
Illustrations by Amber June Cross Printed by Versa Press, East Peoria, IL
I dedicate this book to you.
May you summon the courage to learn something new, and may you build the resilience to sometimes fall, pick yourself up, and learn even more.
CONTENTS
Foreword
Preface
Acknowledgments
Chapter 1: The Bully
Chapter 2: The Introverted COO
Chapter 3: Trouble in the OR
Chapter 4: Mistakes
Chapter 5: Ambushed!
Chapter 6: The Rigid Project Manager
Chapter 7: The Dramatic Executive
Chapter 8: The CEO Under the Desk
Chapter 9: The Director Who Did Little
Chapter 10: Conclusion
References
About the Author
FOREWORD

I N MY 30 YEARS OF F ORTUNE 500 consulting experience, I’ve often served as a coach—it’s unavoidable. When projects are initiated and plans implemented, key people need coaching in how best to garner support, delegate work, and assign accountability.
All too often, the traditional view of “coaching” is remedial: Someone isn’t measuring up, so they need help in the form of an expert—the coach. However, the traditional view is wrong, because that’s the minority role of coaching. I equate it to flying on an airplane primarily to enjoy the food, rather than seeking a safe, on-time arrival where you intend to go.
If you consider people at the top of their game, yesterday or today—Frank Sinatra in song, Meryl Streep on film, Denzel Washington onstage, Tom Brady on the football field, Jack Welch at GE—they all had or have coaches. Strong people realize there is constantly a need for new ideas, diverse suggestions, and outright improvement. The best seek out coaching, because they’re usually head and shoulders above the competition to begin with. (And, sometimes, there are some dysfunctional behaviors that accompany highly positive ones, which should be culled.)
As of late, having a coach has evolved to possess a caché. Thus, we have “coaching universities” (who certified the certifiers?) and “life coaches” who, presumably, coach anyone about everything. After all, life doesn’t come with an instruction book.
In a volatile world, such coaching is more important than ever, largely because we tend to default, if we don’t understand coaching, to the remedial, instead of helping those who can help us most—the all-stars!
Nadine Greiner is the perfect person to help coaches to fulfill these vital roles. She doesn’t hold “certificates” of completion from a pseudo-university, but rather quite real PhDs in organization development and clinical psychology. (That’s what certifies the certifiers!) She has been a CEO, a clinician, and a consultant. She grew up in a war zone, so she can certainly handle the boardroom.
This is a rare book oriented toward improving coaching with an exclusive look at the traits and skills required to help people to help people. It is neither mercenary nor aimed at marketing (I know this because I’m the one who wrote Million Dollar Coaching ). This is a special book for specialists. It is undiluted and not diverted by a focus on other specialties or helping professions.
With all my experience, I learned by reading it. That’s because I know I need a great coach, too. With The Art of Executive Coaching, you now have one as well.
—Alan Weiss, PhD Author, Million Dollar Consulting, Threescore and More, and More Than 60 Other Books
PREFACE

A RE YOU A PRACTICING executive coach? Do you want to become one? Are you a coaching consultant who wants the new, exciting challenges of helping executives deliver transformative results? If you are, you’ve come to the right place. This book was written to inform, entertain, and inspire you. Through the nine stories presented here and the practical advice sprinkled throughout, you will follow an experienced coach as she guides her clients through the challenging process of change. Some of these clients are high performing and brilliant, lined up for their next promotions. Others are struggling in one way or another, in danger of being fired or disliked by their teams, and a few have placed their entire enterprise at risk.
You will see these individuals struggle to change their personal and leadership styles—and triumph. You will watch as they overcome their resistance, illuminate their blind spots, and adopt new ways of relating and managing. And you’ll see how these personal changes affect entire departments and even whole organizations.
By the end of the book, you will understand why coaching works so well—why it is able to achieve such dramatic results in a relatively short time. And you will begin to learn how coaching works—techniques that are most effective in bringing about a positive outcome.
What Does an Executive Coach Do?
Even for those with experience working with executives and coaching others, it’s important to clarify the purpose of executive coaching—and how it differs from the everyday coaching that occurs between co-workers or between managers and direct reports. Simply put, executive coaching is an on-target, tailored, expedited, and effective way of boosting leaders. It is a formal engagement in which an executive coach works with a client in a series of confidential and dynamic meetings designed to establish and achieve clear goals.
Similar to other executive and leadership development processes, there is no one-size-fits-all approach to executive coaching. There is no step-by-step procedure that will work, without fail, for each new client. Intuitively, that makes sense. While executives might share some traits or habits, they and their work are unique. The challenges they face are unlike those of another executive at the same size firm, in the same industry, down the same street. That’s part of what makes the business of executive coaching thrilling—but also increasingly in demand. No executive is perfect; there’s always room for improvement—improvement that can have impressive effects on the business, its employees, and its customers.
Because of the essential individuality of executives, I’ve written each chapter to present the story of a client who is experiencing a different type of challenge at work. Each story demonstrates the different approaches you can employ in working with your clients. That said, there are certain processes and procedures that any executive coach should consider deploying and can enable anyone with a passion for coaching to become a more effective executive coach.
While my own clients often appreciate the immediate value I add (having held the most senior positions within an organization myself), a coach need not necessarily have held a particular position to be successful, especially if you follow a structured process as described here. As an expert in human performance, I designed a process of executive coaching that has four distinct steps. This scope of work or contract can be applied to most executive coaching engagements: assessment, goals, implementation, and review.
1. Assessment: Before you can suggest advice or create a development plan with a client, you must compile information, such as a 360-degree feedback assessment. This process involves interviewing the client’s colleagues about the client’s strengths and areas of potential development. Assessments can also include psychological and business profiles and other such tools.
2. Goals: Based on the assessment’s results, you will set goals with your client. These goals are built around developing certain competencies, such as developing and operationalizing strategy, executive presence, confidence, critical thinking, problem solving, project oversight, setting priorities, managing through systems, team building, and interpersonal ease. In situations where appropriate, they might then forward the goals to a superior.
3. Implementation: During your sessions, you will use coaching solutions to help the client meet their coaching goals. Such solutions can include encouragement, reflective listening, questioning, exploration, guidance, reframing, compassion, challenging thinking, and s