Executive coaching isn’t cheap. But neither is having to replace managers because they didn’t work out.

The workplace today requires more complex skills of managers than ever before. Most notably, they need highly developed “people skills.”

Yet many managers rise through the ranks based on their technical expertise. They are good at their pre-managerial jobs but often lack the higher-level skills needed by a manager – and this deficit does not become apparent until they are promoted.

Executive coaching is a powerful tool that can help managers identify and correct problems that are impeding their job performance or advancement. It costs much less than hiring a new manager.

When is coaching useful?

Coaching is most effective for teaching skills that are not readily learned in classrooms or traditional management training programs.

It might be put to good use for:

• Managers who need help to improve their relationship skills
• Managers who are too authoritarian, who don’t ask for input from others, or who don’t seek to build consensus
• Mid-level managers, recently promoted to senior management, who need help to move from managing to leading
• People in critical assignments who need to accelerate their growth in certain areas
• People who have recently experienced a significant increase in the complexity of their job requirements
• “Just in time” teaching of new skills – for example, for managers who need to improve their communication skills because of changing roles
• The leader of a team or unit that is having conflicts or is not performing well
• A sudden decline in performance by a valued manager for reasons unknown

This list is not exhaustive. Coaching should be considered in any situation in which the company doesn’t want to lose a manager who has significant strengths but has run into a stumbling block.

How does coaching work?

A coach need not be an expert about the client’s job, or even the industry.

Rather, a coach is an expert at listening, gathering information from a variety of sources, assessing strengths and weaknesses, giving honest feedback, creating a vision of changes that are possible and motivating people to take action for change.

Coaching has four phases: contracting, assessment, intervention and maintenance.

Contracting phase. In this phase, the coach and client get to know each other. They discuss the client’s reasons for seeking coaching, or the issues that led the company to refer the client to a coach, and they agree on the goals of their relationship.

Assessment phase. The coach usually spends considerable time gathering information about the client and the work setting, job demands, strengths and weaknesses, and any problems being experienced related to work. Assessment often includes 360-degree feedback. That is, the coach talks to the client’s managers, peers, subordinates and possibly even customers and vendors to understand how the client’s performance is perceived by others.

Assessment can also include psychological testing, observation of the client at work and a review of personnel records such as performance appraisals and documentation of the disciplinary process.

Intervention phase. In this phase, the work of change takes place. The coach gives the client feedback on what was learned from the assessment and then listens to the client’s thoughts and reactions.

Coaching techniques in this phase include asking focused questions, active listening, reframing, brainstorming and problem-solving with the client about possible solutions, setting objectives for new behaviors and teaching specific skills.

It is important for coach and client to collect data on the results of the client’s change efforts and to follow up as indicated.

Maintenance phase. The coach continues to offer the client support to maintain the agreed-upon changes, but the frequency of sessions is reduced and new issues are not usually introduced.

A business is only as good as its managers. Coaching is a tool that can help managers improve their performance – and that pays off for the company.

What to look for when choosing a coach

• Has significant business leadership experience, though not necessarily in the same industry as the client
• Likes people and sees the good in people
• Is optimistic about peoples’ motives and ability to change
• Is a good listener
• Has ability to give constructive feedback that is both tough and supportive
• Is trustworthy
• Can inspire, motivate and teach

For more information about executive coaching, or for help finding a coach, contact us or go to http://www.coachfederation.org/ICF/.