As executive coaches increase in numbers, many desire competencies to "credentialize" the executive coaching industry as a means to standardize methods and differentiate themselves and their coaching menus (Bluckert, 2005; Brotman et al., 1998; Edwards, 2003; Joo, 2005; Orenstein, 2006; Peterson, 1996; Saporito, 1996; Turner, 2006). This lack of standardization has lead to a plethora of anecdotal competencies. Researchers and practitioners alike have identified the need of a professional association as a means for spearheading standardized practices and measures.
Competency models do exist identifying the essential skills for executive coaches, such as interpersonal communication skills and experience in the use, analysis, and debriefing of assessment instruments (Bluckert, 2005; Brotman et al., 1998; Lazar & Bergquist, 2004; Levinson, 1996; Peterson, 1996). However, while providing some direction, these skills are based upon threshold core competencies, which are the basic proficiencies necessary to create a coaching relationship (Goleman, 1998).
In contrast with Goleman's (1998) identification of threshold competency, Spencer and Spencer (1993) identified differentiating core competencies as those possessed by superior practitioners. Additionally, separating core competencies assists in distinguishing superior from average performers (McClelland, 1973).
As executive coaching evolves within the corporate environment, straightforward and distinct methods are needed (e.g. delivering the truth to clients while preserving emotional safety, navigating the partnership between the client and corporation) (Wasylyshyn, 2003). The competent executive coach should also be proficient in the use of specific business acumen and possess knowledge of the positions within the corporate environment.
Peer-reviewed literature makes a unique contribution to the techniques and methodologies of executive coaching. Because of this, it is no surprise that confusion exists over the effectiveness and validity of executive coaching methods. A review of the literature exposes as many methods as practitioners (Wasylyshyn, 2003).
For example, Bluckert (2005) describes a behavioral approach to executive coaching that seeks to induce self-awareness into one's emotions and behaviors. In contrast, Kilburg (2004) suggests a psychodynamic protocol centering on the events, feelings, thoughts, and patterns of behavior that are part of an executive's subconscious, and has the ability to drastically influence what they think and do. Lazar and Bergquist (2004) take a human performance approach looking at unachieved business results, and subsequently gather information to determine what root causes are contributing to the poor performance.
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
This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.
No comments:
Post a Comment