This article provides an overview of "classic" and relevant executive coaching literature pertaining to the plethora of suggested methodologies and core competencies. After reading this chapter, the reader will be left with an understanding as to why confusion exists among practitioners, corporations, and researchers as to what constitutes proper core competencies.
The literature has identified the need for an agreed upon executive coaching core competency skill set (Brotman et al., 1998; Kilburg, 1996a; Wasylyshyn, 2003). Executive coaching, as a skill, is a promising competency in consultants (Kilburg, 1996a). However, the explosive growth of this consultative specialty has been somewhat random, as coaches from various disciplines and backgrounds, with myriad core competencies, identify themselves to organizations as appropriate resources to guide the development of leadership.
Over the past decade, the need for standardized core competencies for executive coaches has skyrocketed (Bluckert, 2005a; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). Declining corporate markets over the same period have required corporations to focus on the return on investment (ROI) of monies spent on training and development, especially executive coaching. This new focus on ROI makes it even more important that companies are receiving the best services from coaching providers.
Effron et al. (2005) found that the use of executive coaching separated top corporations from others. Their study found that 47% of the corporations they researched during the writing of Top 20 Companies for Leaders regularly assigned coaches to their HIPO employees. Meanwhile, just 10% of the remaining 300 firms surveyed, made a similar claim. These findings suggest that executive coaching provides a powerful tool to accelerate the performance of successful executives. Additionally, if corporations wish to be and remain in the forefront, it is imperative that executive coaching be among the developmental tools in their training arsenal.
Wasylyshyn (2003) reported that the ever-increasing demands and tempo of business life are escalating, generating a heightened call for integrity, accountability, hands-on involvement, and authentic leadership. With today's business world operating in "real-time", executives are finding it difficult, if not impossible, to ponder, review progress, or climb above their hectic environment to assess or adjust an action plan. The current business environment is worldwide, virtual, and mutually supporting. Wasylyshyn suggests that coaching can provide the executive with a means to develop strategies and to score themselves and their operation with an outside party. In many cases, executive coaching has proved to be on the short list of techniques used for executives to obtain truthful feedback, direction, and the professional uplift they require to plan for the future (Bacon & Spear, 2003; Kampa-Kokesh & Anderson, 2001; Kilburg, 1996a; Orenstein, 2002; Wasylyshyn, 2003).
Dr. Dave Hale is the CEO of DHI-Communications, an international business coaching and training consultancy, specializing in ecommerce business development and marketing. Dave is widely regarded as one of the top business coaches for Web 2.0 Entrepreneurs. He is the author of The High Performance Entrepreneur: 12 Essential Strategies to Supercharge Your Startup Business. Dave's work and books have been featured on national television, radio, and print media. To obtain more information on how to make barrels of cash in business and instantly receive my FREE CD and Business Journal go to http://www.DrDaveHaleOnline.com and http://www.buyhiperbusinessmomentum.com.
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