In a recent Leadership Caffeine Jam Session, I asked, “How do you react if your boss suggests you will benefit by engaging a coach?” The feedback was largely positive. Most of the responses were in the neighborhood of “That would be great,” or “I would love it.” A few, however, offered, “I would worry about my job.” or, “In our organization, if you need a coach, you’re in trouble.”
These latter responses are troubling. While there was a time when being offered or assigned a coach might have been for corrective purposes, that’s out of touch with the potential and benefits of coaching.
Coaching as Corrective?
I have encountered over the years managers looking for help with someone they “couldn’t fix.” A part of almost every executive coaching engagement is identifying one or two behaviors that can be strengthened. Coaching, however, is best employed for development and growth. However, not everyone interprets it that way.
Years ago, our CEO approached the head of sales and indicated a coach would benefit his growth. The head of sales was an aggressive, rising star who admitted that his desire to “run through walls” to get deals done sometimes created challenges for everyone in his wake.
The CEO was progressive in viewing the benefits of coaching with a high-potential professional. The goal was to accelerate the individual’s professional maturation. And while “running through walls” was a part of the coaching, no one wanted this person to stop doing that; they did want them to apply some finesse and minimize the collateral damage.
Does your organization deems engaging an outside coach as something reserved for problem employees?
It’s time for an attitude adjustment.
The sales head was angry when the CEO informed him of his recommendation and willingness to invest in outside coaching. “If I’m not doing something right, I need to hear it from you,’ he responded, coupled with, “Am I broken?” Linked with a great coach a few months later, he acknowledged the coaching process was one of the most beneficial experiences of his career.
An Organizational & Personal Attitude Adjustment on Coaching
If you or your organization deems engaging an outside coach as something reserved for problem employees, it’s time for an attitude adjustment.
I can’t speak for “all” coaches. But those I know who are top-tier working with leading executives and high potentials don’t take on “problem” employees in need of “fixing.” (I use quotes around fix/fixing throughout to highlight the theme. In reality, no one can be “fixed” by someone else.)
I’ve made a mistake two times in 10,000 + hours of coaching of not seeing that the hiring manager was striving to send over someone they deemed to need “fixing.” The label of high potential was used. I only read between the lines of what was going on once I got into the engagement. They didn’t go well—painful learning lessons.
A good coach helps individuals with the following:
- See themself as others do, often with the aid of a 360-degree survey.
- Help them recognize their strengths and gaps and develop strategies to extend or adjust them.
- Challenge them to think differently and critically about increasingly complicated and complex challenges.
- Help individuals prepare to take on more or new responsibilities in level-up situations.
- Offers great professionals a direct resource to promote learning and growth.
Inherent in the coaching process is a Start Doing/Stop Doing mantra. This work isn’t focused on “fixing” individuals deemed needing repair. It’s on helping them uncover the potential in themselves and focusing them on growing in real-time.
The Bottom Line for Now:
If you are on the receiving end of an offer from your boss to take on a coach, strive to understand the rationale and then embrace the opportunity for the learning and growth experience it offers you. Ensure the rationale and objectives are clear. Then dive into the work with your whole being. Much like the sales executive above, this may be one of your career’s most beneficial development experiences.
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