Maximizing Performance Through Coaching
"I absolutely believe that people, Unless Coached, never each their maximum capabilities"
An Executive Coach Is Like A Personal Trainer for Business
Groove Management's Executive Coaching Approach
Groove Management helps leaders to be more effective. Our executive coaching approached is tailored to the unique needs of each coaching client. We make use of a variety of assessment tools including the Leading Dimensions Profile, 360 Feedback Instuments, Myers-Briggs Type Indicator, Conflict Dynamics Profile, FIRO, Thomas Kilmann Conflict Mode Instrument and others.
We begin each coaching engagement by working to understand the specific goals of the organization and the coachee. With the goals as the guiding principle for the engagement, we create a coaching plan with clear milestones. Coaching can be done over the phone, via Skype or most effectively though face to face meetings.
We believe that coaching is about chemistry. The coach and the coachee must have good chemistry for the engagement to be successful. Therefore we offer multiple coach options for our clients and ask that the coachee interviews 2-3 potential coaches before choosing their coach.
3 Keys To Executive Coaching Sucess
Executive coaching has become more commonplace and has lost the previous stigma of being reserved for executives in trouble. That is a good thing. Having a coach is a privilege and more leaders are warming to that notion. A coach can be incredibly helpful. Having coached numerous senior executives, we have found that there are three keys to a successful coaching engagement. The first two keys actually precede the coaching work.
1) The coachee must want a coach
Coaching is like hiring a personal trainer. If you are not serious about getting into shape, no trainer no matter how good and motivating is going to be able to help you. Therefore, the coachee must be open to having a coach and be receptive to receiving feedback in an effort to improve performance. Coaching is about helping people to see their blindspots and channeling their energy to maximize strengths. This requires commitment and openness from the coachee. A good way to think about this is to alter the joke about changing a light bulb. "How many coaches does it take to change a light bulb? One, but the light bulb has to want to change."
2) Coaching is about chemistry
Coaching is about personal chemistry, not scientific chemistry. Much like dating, if there is no chemistry between two people it is doomed from the start. Too many companies make the mistake of assigning a coach. The likelihood that the assigned coach and the coachee hit it off is quite low. In my experience the best approach is for a company to select three potential coaches for each engagement. The coachee should meet with each of the coaches and then have them choose the coach they are most comfortable with.
3) Set clear goals for the engagement
Without a clear plan and desired outcomes, it becomes very difficult to measure the effectiveness of the coaching engagement. During the first few sessions, the coach and the coachee should create a one page goals document which outlines the desired outcomes for the engagement. This document should be revisited from time to time to ensure that the coaching is providing the right type of assistance and that progress is being made.
When coaching works well it can have a dramatically positive impact on an organization and most importantly on the individual being coached. As a coach, there is nothing more pleasing than to have a previous coaching client reach back out years later to tell you that your work with them changed their life and helped them to improve as a person and as a professional.
Coaching Articles and Programs
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