This post is the fourth in a series written by Mary Jo Asmus for HRM Today on executive coaching for human resource managers. The first three posts can be found here, here and here.
When you think about an executive coach working with a leader, it may come as a surprise that there are more than just the two who are directly involved – or at least, there should be. I’ve always believed that there’s a better chance for success when the person being coached has a system of supporters to provide guidance for achieving the goals they’ve set for themselves. Also, as an executive coach, I like the idea of working my way out of the job of coaching someone with the assurance that others will support my client both during the coaching engagement and after. I make it a point to work with the executive to make sure they have a network for support.
The executive coach will assist the executive in assembling this network. The executive is responsible for taking the initiative to assure that those supporters stay involved and remain as advisors throughout and after the coaching engagement. It’s this network that provides insight from different perspectives and assures ongoing guidance for the executive when they are no longer working with the coach.
So who are these others people and what roles do they play in the coaching engagement?
It should be noted that experienced coaches will follow an ethical code that will assure that coach-client confidentiality is maintained. I’ve heard some horror stories about coaches who have divulged confidential information that came out in coaching meetings to stakeholders without the executive’s permission.
With additional support from these key players, an executive has a greater chance of success in achieving their coaching goals.