TLC’s Managing Partner manages every project   Focusing upon measurable, observable results   There is no right way; rather, we adapt to the unique needs of each client   Actively involve the manager and human resources throughout the engagement.   Involving additional coach(es) when the situation suggests a unique talent is needed, such as public speaking skills, etc.   TLC’s unconditional guarantee   TLC’s use of the unique, exceptional Coaching Report for Leaders, developed by CPI and CCL

What Is Business Coaching?

Coaching began thousands of years ago, perhaps to help good athletes become Olympians. Later, the French invented the word “coach”, meaning a vehicle to transport people from one location to another.

While sports offers a model that makes coaching more understandable to most of us, sports coaching, as it is commonly understood, varies dramatically from coaching executives in a business context. In sports we think of coaching as being rooted in drilling, instruction, rewards and punishment, screaming, giving advice and often not being team-centered. When thinking of business coaching, we think more of listening, questioning, observing, listening some more, creating developmental plans, thinking together to answer dilemmas and remaining focused upon business objectives.

Business coaching can be defined as an informed dialogue whose purpose is the facilitation of new skills, possibilities and insights in the interest of individual learning and organizational advancement. During the last decade, the industry of business coaching has grown wildly. In fact, every time you go to a party or a networking event you probably encounter several people who introduce themselves as coaches. And if you do a little research on business coaching you will find the exploding need, combined with the ease of entry to become a “coach”, has precipitated very mixed results. The McKinsey studies conclude that coaching combined with performance feedback is among the most meaningful drivers of development. And the Corporate Leadership Council found in their leadership survey that executives ranked executive coaching ahead of any other formal developmental program. Unfortunately, the “War For Talent” survey respondents evaluate only 35% of the coaching they receive as good to excellent. Further, with feedback from more than 2,000 coaching clients, the Lore International Institute found:

57% of clients say they would like more coaching than they are currently getting   60% of clients say they would like better coaching than they are currently getting   56% of clients report that the coaching they receive is often not focused on the right things and does not help them learn exactly what they should do differently to be more effective   45% of clients report that coaching sessions with their current coach have not had much positive impact on their work performance

We believe there are many reasons for these interesting results. Unfulfilled coaching expectations usually are often the result of too little listening, empathizing, probing and contextualizing and too much advice giving, problem solving and theorizing.

At the executive level, the most significant reason coaching results often fall short is when the coach lacks true experience with leaders and/or doesn’t understand what makes leaders “tick”.

Key Characteristics

To be successful coaching executives, an executive coach must first understand the characteristics most executives share. They

Are highly talented. . .professionally very successful. . .may overestimate own ability due to a lack of meaningful feedback   Often isolated. . .sometimes lonely. . .most receiving filtered information   Operate in a public spotlight. . .much they can’t share. . .often can’t truly be themselves   Size-up people quickly. . .often relying on intuition   Are bold, self-confident, demanding. . .get things done   Are very comfortable with responsibility   Are intuitive. . .sometimes focusing upon weaknesses of others   Under pressure, have a style that migrates from constructive to challenging to intimidating. . . perhaps even abusive   Are eager to learn about things. . .often disinterested in learning about people or feelings

As with all other organizational levels, most CEO’s can benefit from meaningful development. In his study of good-to-great leaders, Jim Collins and his research team identified only 11 CEOs of the 1,435 companies as Level 5 leaders-the type of leader “who builds enduring greatness through a paradoxical blend of personal humility and professional will”.

At TLC we have found that executive coaches who are usually best suited for coaching executives have themselves been senior leaders, and have extensive experience working with “superstars” and managing relationships with these special people. Further, it helps if the coach is analytical and uses a direct communication style.

Our Approach

Approaches we have found often work well with executives include:

Always be honest and always admit when you do not know something. After all, how can a coach expect an executive being coached to be open and candid when the coach is not genuine?   Be direct, professional and executive. The relationship should be collegial, but the coach must demonstrate value and depth of experience. When the approach is too light or “touchy-feely”, the coach will quickly be dismissed as not credible and irrelevant   Confidentiality is paramount, but the relationship cannot be a secret. Only by seeking input from co-workers can the coach truly understand the executive’s behavior. In fact, the executive who talks openly about his/her coaching relationship sends wonderful signals to the organization   Executives usually have strong personalities and real power. Coaches cannot take a subservient position in the relationship or they will quickly become irrelevant   Capture the executive’s attention with real, detailed, consistent information We’ve found nothing can replace an interview style 360°. . . the information usually acts as a compelling wake-up call   Gain his/her commitment to the change process with the leverage gained through the assessment feedback discussion   Help the executive create a meaningful developmental plan, and ensure their accountability for its implementation   Always speak the executive’s language   Move the executive to admit his/her vulnerability to their team by discussing the things he/she is working on. This action will demonstrate sincerity and it will compel others to become more open to change and he/she will be perceived as more confident and courageous

Behavioral change usually begins appearing in 3 to 6 months, as the executive begins to implement the easier portions of his/her plan. Sustained change takes about one year. When the entire leadership team is involved, the transformation to a collaborative and trusting team normally requires about two years.