Goleman (1998) describes an all-inclusive development protocol that evaluates significant core competencies and channels an executive's professional development. In contrast, Levinson (1996) based his approach on psychological skills and insight. Peterson (1996) proposes an approach based on five coaching strategies supported by experience at Personnel Decisions International, the first management-consulting firm to offer a coaching program that was both structured and individually based.
Orenstein (2004) developed an integrative methodology for executive coaching and described its application in three organizations with eight individuals. The model consists of an eight-step process:
(a) the initial contact,
(b) the preliminary interview,
(c) joint goal setting,
(d) contract approval,
(e) formal assessment,
(f) feedback,
(g) coaching, and
(h) termination.
Orenstein's (2004) methodology is based upon four premises:
1) the unconscious plays a major role in individual and group behavior,
2) executive coaching is an intervention with a specific individual, within a specific organization, for the purpose of improving job-related performance,
3) it must consider the individual, the organization, and their interaction, and
4) organizations are comprised of groups that are made up of individuals with individualistic behaviors of the organization.
The model that Orenstein (2004) presented was developed in the field, and based on ideas that were not new but were integrated and applied in a new method. Orenstein determined by qualitative means, that the implementation of her new model was successful. Respondents reported positive improvement in work environments and skills, which were touched upon during coaching sessions. During subsequent 360 degree-like feedback assessments, colleagues of the participants also reported positive improvement in work habits and environmental changes.
Trudeau's (2004) investigation toward a conceptual methodology for executive coaching in a Modified Delphi Forecasting study, involved 16 executive coaches. Trudeau used a mixed method design to gather practitioner data on the strategies and practices of the participating executive coaches. The dominant quantitative portion of the information evolved through Likert-type scale item surveys. The secondary qualitative analysis identified common phases of the coaching process.
The data analysis revealed group consensus in several areas of executive coaching, including coaching techniques, skills, and the relationship aspects essential to the clarification and further understanding of coaching practices in organizations in the United States. Trudeau (2004) developed an eight-phase conceptual method based upon compiled data from the responding executive coaches and the integration of concepts documented in professional literature.
One limitation of Trudeau's (2004) study was that in order to establish reliability, her study required that a minimum of 13 coaches take part in all three rounds of her survey. Fortunately, 16 executive coaches performed this task. Still, the rather small group size limited the ability to provide proper statistical correlations (Dalkey & Helmer, 1963).
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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