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5. Confidentiality Is Key
A sense of trust and safety is critical to a productive coaching experience. Coaching isn’t therapy, but you should feel comfortable revealing any relevant information to your coach.
It’s not uncommon for personal issues to arise that are not entirely business-related, but affect outcomes for better or worse. Make sure your coach has a confidentiality policy with which you’re comfortable.
6. Look for Psychological Savvy
While advanced degrees aren’t any guarantee of effectiveness, a psychologically informed coach can help you use interpersonal dynamics to finesse conflicts and reduce any negative impact on company performance.
A good coach will be multifaceted – able to combine one-on-one coaching with effective team intervention as needed. Knowledge of both interpersonal and group dynamics is important to successful outcomes.
7. Establish a Schedule That Meets Your Needs
At this point in your career you’ve probably attended more than your share of meetings. What you don’t need are more meetings to talk about theory.
For
best use of your time and to capitalize on real-life situations, most senior executives benefit from coaching in real-time. Having a consultant available to work with you, onsite, is
best approach to getting
results you want.
Find someone whose schedule fits into your needs. The best coach does little good if he or she is only available for phone calls.
8. Value Honesty
The best coach isn’t afraid to tell you
things you need to hear
Remember,
higher up you are in
company,
harder it is to get honest information. People around you have a vested interest in keeping you happy. Many of them may also fear a “kill
messenger” response.
It’s easy for coaches with minimal training to fall into a trap of giving feel-good answers. After all they risk being fired if they give advice
client doesn’t like.
Dr. Steven Berglas, former Harvard psychiatrist and instructor at UCLA’s Anderson school, explained in an interview with Chief Executive Magazine, “A lot of times consultants and coaches are deemed great because they’re adding syrup to a sundae. They just go along; they’re ‘gaysayers’ and proponents.” The CEO may feel good, but little progress is made. In fact, according to Berglas, an “alarming number” of coaches who lack psychological training hurt their clients more than they help them.
Instead of looking for consensus, weigh your coach’s input before you make your own decision. After all, that’s what you’re paying for.
9. Give your coach access.
Make it easy for your consultant to do his or her job. Allow ample rein to inquire, research, survey, whatever it takes to thoroughly understand
issues and, most importantly, get you
information you need.
Locating
right coach for your needs can be tricky but these guidelines can increase your chances for success. They will help you launch an ongoing, beneficial partnership with your coach and keep it that way. With
right collaboration, you’ll find that you can significantly compress
time you need to achieve your most important goals.
© 2005 Dr. Robert Karlsberg & Dr. Jane Adler
