Research by Bluckert (2005), Joo (2005), and Linkage (2006) found that the executive coach flourishes in a coach-training environment, working with individual leaders to enhance their personal behavioral change against the backdrop of their company's strategy and the larger team. The literature also suggests the coaching relationship necessitates grounding in practical techniques geared toward action, along with setting forth the following parameters executive coaching should fall within: (a) utilizing proven assessment tools for insight and perspective, (b) using clear measurements to track behavioral change and its impact on performance, (c) respecting confidentiality while also connecting back to the key people around the client, and (d) imparting wisdom but insisting upon action.
Effron, Salob, & Greenslade (2005) found that companies with stronger leadership practices outperformed their industry peers in a long-term measure of both financial growth and return. One practice Effron (2005) discovered that separated the top companies from others was the use of executive coaching. Their study found that 47% of the top companies regularly assign coaches to their high potential employees. Meanwhile, just 10% of the remaining 300 firms surveyed made a similar claim. This evidence suggests that executive coaching provides a powerful tool to accelerate the performance of successful executives and in turn, the corporation.
Executive Coaching Core Competencies
Brotman (1998) offered the following core competencies based upon their collective personal experience: Approachable, comfort around top management, compassion, creativity, customer-focused, integrity and trust, intellectual horsepower, interpersonal savvy, listening, dealing with paradox, political savvy, and self-knowledge. However, Brotman et al.'s (1998) suggested competencies are based upon anecdotal evidence and not empirical research.
Given this complex matrix of core competencies, it might seem that a superior executive coach is created through proper DNA, not through training (Brotman, 1993). The hard truth, as Goldsmith and Lyons, (2006) have offered, is that every coach learns through doing. The coach often begins his or her calling due to a passionate desire to take a leadership role in a particular area of expertise or interest. This passion carries the coach through a sometimes painful growth of skills and abilities in the service of his or her calling.
Each executive coach interviewed by Linkage (2006), Effron et al. (2005), and Goldsmith (2006), spoke about a two-way dynamic in their coaching relationships, which is frequently described as teaching that flows in both directions, with the coach providing insight to the client, and vice versa. They found that superior coaches are always learning, growing, and developing key behaviors.
A coach, like a leader, can be developed if he or she possesses the passion and desire (Blackman, 2006). However, this is a personal journey more than an educational attainment. Skills are teachable and learnable, techniques may be replicated, but true understanding, and proficiency only comes from carefully honed practice in real-world situations (McClelland, 1973; Spencer & Spencer, 1993).
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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