Executive coaching

As I ve worked with Anger types over the years. I m struck by how quick they are to blame others—and how unaware they can be about their own role in conflicts. Rick, as we ve seen, is a prime example, but my patient Joanne was another. Joanne was a woman in her early fifties who had founded her own small business nearly twenty years earlier. She consulted me for some executive coaching sessions because she was frustrated by the way she kept losing employees. She could always find good people, she told me, but just as she got them trained and up to speed, they seemed to leave, despite the excellent salaries she was paying and the good benefits she was offering as well. 

Advancing Executive Coaching Setting the Course for Successful Leadership Coaching... 

How to leverage social media No one said executive coaching was easy www.ishn.com/leadership/culture... 

I have noticed a trend recently that has some former consultants now calling themselves executive coaches or some other variation or combination of words in an attempt to distance them from consulting. I am okay with being a consultant and think the people I meet and impact see me as a resource with a new meaningful message that is centered on helping people. Words are just words—our actions speak to who we really are. 

Jim Huggett and Thomas R. Krause, "Executive Coaching for the Safety Leader" (Ojai, CA BST, 2005). White paper. 

Useful protocols can only be produced for information that is coded in a verbal form in memory. Tasks that rely on visual imagery for their execution, or have become "automated" due to over-practice wiU be very difficult to verbalize. Hence the technique may provide little useful information and may even produce misleading reports for these tasks. To encourage task verbalization some coaching should be given to the task experts and the goals of the study should be explained so that they can make greater efforts to report on aspects of the task which are of particular importance. 

Persons in authority (coaches, managers, player/personnel executives, etc.) are usually retired rather than active players. As a result, there is little or no threat of the African American teammates becoming the white players boss. An additional source of resistance to employing African American players is thereby removed (Blalock, 1967). Although there are more African American managers today than at the time of Blalock s writing, the statement remains relatively accurate today. 

Extensive feedback and coaching is an important facet of developing people. While most companies have appropriate systems in place, execution is often not as good as it should be. Only 30 percent of executives rate their company as excellenf or very good at providing informal feedback and coaching and only 25 percent are satisfied with the way they are mentored. 

The process must be led by the senior executives, not the HR or training staff and especially not outside consultants. If you don t believe you or your team have the commitment nor passion to lead this process (conduct the culture change workshops, coach people on the new culture, visit lower level staff meetings for fireside chats, have your own culture change blogs on your intranet, and so on) then don t even start the process, (p. 5)... 

One reason that regular and meaningful engagement with a mentor is important is because it helps to retain top talent according to a Big Bank manager. One US executive at Big Bank vowed to counsel and coach women in how to network and mentor. Mentoring also buoyed employ-... 

I often follow up such conversations with the specific suggestion that the leader block out time on the calendar for just such contact with the work and the workers. In subsequent coaching sessions 1 good-naturedly audit how the executive is doing with that MBWA commitment. Answer sometimes yes, often no. There is just so much work on the leader s plate. 

Adopt and institute leadership. Ensure that there is executive level leadership for safety. Once this is in place, upper level managers must then coach and guide employees on what is the proper attitude toward safety. 

Like TQM, re-engineering focuses on the team. Departments are replaced by empowered process teams, executives change their role from scorekeeper to leaders, organizational structures become flatter, and managers change from supervisors to coaches. 

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