Executive coaching is about individuals who recognise that while already successful, they want and can do even better.
It is about the willingness to learn continuously – from everyone and in every situation. It is about the curiosity to find out more about why, what, and how things work, and the eagerness to want to find out why when it doesn’t.
It is about letting go of habits that may have worked before but may no longer work; of behaviours that once seemed to get things done but may now be stumbling blocks; of attitudes that once may seem right but now could be our worst enemy.
It is about taking responsibility and knowing that when things go wrong, we have to look at ourselves first, and see how and what we could have done differently.
It is about humility and accepting that no one is perfect, and everyone can do better.
It is about getting the best from others, after first getting to know ourselves better.
It is recognising that our greatest legacy is helping more people lead more meaningful lives.
Is coaching considered as training or consulting? No. Training normally implies that someone is being “taught” new skills or techniques by a specialist or expert. Consulting implies that the expert consultant provides answers.
Is coaching mentoring or counselling? Not quite. Again, these two concepts imply that a guru or counsellor is present to offer advice on specific issues, challenges or problems.
While certain elements of the above may be incorporated, coaching isn’t about all that. Coaching is the outcome of an effective interaction between the coach and his coachees that enables them to see their “real” selves – be it good or bad. This gives his coachees an invaluable insight into their own strengths and weaknesses, values, hopes, dreams and concerns, and provides them with the chance to commit to address their apprehensions directly.
Coaching is also about the partnership that has been forged with the coachees in a thought-provoking and creative process that inspires them to maximise their personal and professional potential.
In order for the executive coaching program to be effective,
some assumptions would have to be made:
While executive coaching seeks to help most executives regardless of the organisation they work in, it is particularly useful for leaders of companies such as the Chairman, Chief Executives, functional heads and senior executives who have a significant impact on the success of their organisations. This is because executive coaching is highly personalised and tailored to suit each individual’s needs. Also, the ability to make changes in an organisation normally starts from the top, and since it’s the top levels that set the pace, pattern and politics of change, coaching at that level reaps the best dividends.
It is a well-known fact that top executives don’t always receive genuine feedback. With executive coaching, feedback that is open, honest and even direct can be utilised positively. Clients are also offered the opportunity to practise Feedforward – a future-oriented, proactive suggestion mechanism developed by internationally renowned leadership coach Marshall Goldsmith.
The primary focus is on individual coaching and the client and/or coachee sets the agenda. However, Career Transitions recognises that different organisations operate differently and there could be a need for some initial team coaching which will be followed by individual coaching or vice versa. Effective coaching takes place when the needs of the coachees are met – the ultimate goal of Career Transitions.
