How Executive Coaching Can Fuel Professional - and Personal - Growth,
by Kaveh Naficy and Lynn Isabella.
http://www.odnetwor
In the article, the authors outline an engagement with an executive client, and describe the issues and the coaching that was done to help the executive improve his performance. In one of the first paragraphs the authors say, ". . . his silence started to be interpreted in different ways among the other executives." While the authors provided a lot of anecdotal evidence that indicate coaching opportunities with the executive client, this statement got my attention. I believe there may be an additional coaching opportunity for the executive team, so they are aware that their perceptions may not be totally factual, or to at least understand them for what they really are. Perceptions. A bit further on, the authors state, "They also confirmed perceptions that Bill was a loner.
Colleagues did not really know him, saying they felt uncomfortable at times asking him questions or providing feedback because he was perceived as no nonsense." Another opportunity for coaching? I think many of the client's colleagues would benefit from coaching that employs concepts from Kerry Patterson's book, Crucial Conversations: Tools for Talking When the Stakes are High. If you aren't familiar with this book (and it's follow up, Crucial Confrontations: Tools for Resolving Broken Promises) I highly recommend them. A lot of what you'll find in them relates directly to many of the most powerful coaching concepts we practice.
So, what do you think? Is this a "one off," coaching intervention that will cure the ills, or does the coaching need to extend to the broader groups to have positive effects?
M. Nanggroe, CISA
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