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Saturday, June 28, 2008
The Overlapping of Executive Coaching Suggested Methods
Although a myriad of methods for executive coaching exists, there is considerable overlap among these methods. For example, there appears to be agreement regarding the stages of executive coaching: relationship building, assessment, intervention, follow-up, and evaluation. These stages are typically consistent with most consultation interventions.
There is also agreement regarding the desirable assessment techniques and instrumentation, including 360-degree feedback questionnaires, behavioral interviews, and psychological instruments, such as personality and leadership style inventories (Brotman et al., 1998; Kiel, Rimmer, Williams & Doyle, 1996; Kilburg, 1996a; Luthans & Peterson, 2003; Peterson, 1996; Richard, 1999; Rogers, Rogers & Metlay, 2002; Saporito, 1996; Thach, 2002; Tobias, 1996).
A review of the literature depicted a similar overlapping with respect to suggested core competencies that executive coaches should posses if they desire to hone their skills and reach the upper echelon of clientele. The recommended core competencies constitute a skill set weighted toward being a trusted and approachable coach who can establish long-lasting relationships with a variety of people throughout an organization. Core competencies are comprised of skills, aptitudes, knowledge and methods (McClelland, 1973; Spencer & Spencer, 1993).
A collective listing of the suggested core competencies from the literature, based upon anecdotal evidence and supposition, include:
1. Approachable: puts others at ease; warm, pleasant, and gracious; sensitive to and patient with the interpersonal anxieties of others; builds rapport well; and is a good listener (Bluckert, 2005a; Brotman, 1998; Kilburg, 1996).
2. Associates comfortably with top management: deals well with senior executives; understands the thinking patterns of top executives; uses business acumen and pattern language; and develops appropriate methods (Brotman, 1998; Wasylyshyn, 2003).
3. Compassion: authentically cares about people; concerned about their life issues; available and ready to help; offers empathy when needed (Bluckert, 2005; Brotman, 1998; Lazar & Bergquist, 2004).
4. Creativity: develops innovative and distinctive ideas; effortlessly connects problem issues into distinctive action plans (Brotman et al., 1998).
5. Client focused: able to meet the desires of the client and client, develops trusting and respectful effective client/client relationships (Bluckert, 2005; Brotman, 1998; Linkage, 2006).
6. Integrity and trust: trustworthy; confidant; can speak the truth in a diplomatic and supportive manner (Bluckert, 2005a; Brotman, 1998; Lazar & Bergquist, 2004; Peterson, 1996).
7. Intellectual horsepower: is smart, intellectual, and capable; functions well in an analytical setting (Brotman, 1998; Kilburg, 1997; Linkage, 2006).
8. Interpersonal savvy (Relates well to all people): develops rapport, actively listens, builds trusting, and respectful relationships (Bluckert, 2005; Brotman, 1998; Wasylyshyn).
9. Powerful listening: uses active listening; fully hear the client; reiterates client's opinions despite disagreement (Bluckert, 2005, Brotman, 1998; Killburg, 1996; Trudeau, 2004; Wasylyshyn, 2005).
10. Deals with paradox: able to be fully present with the client; uses a strong and empathetic approach when needed; self-confident yet humble (Brotman, 1998; Tobias, 1996).
11. Politically savvy: diplomatic; uses sensitivity in an organizational setting; strategically plans and thinks; identifies corporate politics as a necessary function and adapts well to it (Blackman, 2006; Brotman, 1998; Wasylyshyn, 2003).
There is also agreement regarding the desirable assessment techniques and instrumentation, including 360-degree feedback questionnaires, behavioral interviews, and psychological instruments, such as personality and leadership style inventories (Brotman et al., 1998; Kiel, Rimmer, Williams & Doyle, 1996; Kilburg, 1996a; Luthans & Peterson, 2003; Peterson, 1996; Richard, 1999; Rogers, Rogers & Metlay, 2002; Saporito, 1996; Thach, 2002; Tobias, 1996).
A review of the literature depicted a similar overlapping with respect to suggested core competencies that executive coaches should posses if they desire to hone their skills and reach the upper echelon of clientele. The recommended core competencies constitute a skill set weighted toward being a trusted and approachable coach who can establish long-lasting relationships with a variety of people throughout an organization. Core competencies are comprised of skills, aptitudes, knowledge and methods (McClelland, 1973; Spencer & Spencer, 1993).
A collective listing of the suggested core competencies from the literature, based upon anecdotal evidence and supposition, include:
1. Approachable: puts others at ease; warm, pleasant, and gracious; sensitive to and patient with the interpersonal anxieties of others; builds rapport well; and is a good listener (Bluckert, 2005a; Brotman, 1998; Kilburg, 1996).
2. Associates comfortably with top management: deals well with senior executives; understands the thinking patterns of top executives; uses business acumen and pattern language; and develops appropriate methods (Brotman, 1998; Wasylyshyn, 2003).
3. Compassion: authentically cares about people; concerned about their life issues; available and ready to help; offers empathy when needed (Bluckert, 2005; Brotman, 1998; Lazar & Bergquist, 2004).
4. Creativity: develops innovative and distinctive ideas; effortlessly connects problem issues into distinctive action plans (Brotman et al., 1998).
5. Client focused: able to meet the desires of the client and client, develops trusting and respectful effective client/client relationships (Bluckert, 2005; Brotman, 1998; Linkage, 2006).
6. Integrity and trust: trustworthy; confidant; can speak the truth in a diplomatic and supportive manner (Bluckert, 2005a; Brotman, 1998; Lazar & Bergquist, 2004; Peterson, 1996).
7. Intellectual horsepower: is smart, intellectual, and capable; functions well in an analytical setting (Brotman, 1998; Kilburg, 1997; Linkage, 2006).
8. Interpersonal savvy (Relates well to all people): develops rapport, actively listens, builds trusting, and respectful relationships (Bluckert, 2005; Brotman, 1998; Wasylyshyn).
9. Powerful listening: uses active listening; fully hear the client; reiterates client's opinions despite disagreement (Bluckert, 2005, Brotman, 1998; Killburg, 1996; Trudeau, 2004; Wasylyshyn, 2005).
10. Deals with paradox: able to be fully present with the client; uses a strong and empathetic approach when needed; self-confident yet humble (Brotman, 1998; Tobias, 1996).
11. Politically savvy: diplomatic; uses sensitivity in an organizational setting; strategically plans and thinks; identifies corporate politics as a necessary function and adapts well to it (Blackman, 2006; Brotman, 1998; Wasylyshyn, 2003).
# posted by gopi @ 5:24 AM 
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