THIS IS AN OPINION
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Over the years, a number of people have suggested that I write about how to find and select an executive coach.
As a previous chair of ethics and standards for the International Coaching Federation, I thought the topic seemed out of bounds. As one can imagine, it was difficult for me to write about finding a coach in a relatively unbiased manner.
But I recently decided to retire and decline taking new clients — making it a topic I can now write about without crossing any ethical boundaries. So, here are my thoughts on hiring an executive or leadership coach.
Hire someone who is properly trained. I have encountered many executives who, after retirement, market themselves as an executive coach without a day’s training. While their experience may provide credibility and a familiarity with the issues that a senior leader faces, they are limited in their ability to engage in the coaching process.
The purpose and advantage of hiring a coach is to develop advanced leadership skills and business chops. An answer from a seasoned executive may be helpful, but it does not build capacity. Alas, those engagements most often end up in advice-giving rather than coaching. A retired senior executive with no training in coaching often becomes an unofficial board member rather than an agent for developing leadership chops.
The best way to know that your coach is capable is to be certain that they are both trained and credentialed. There is no license for coaches. The International Coaching Federation is the largest credentialing body. A certification at the professional level (PCC) at least ensures that your coach has had proper coach training and experience.
Talk with more than one candidate. In a coaching relationship, chemistry matters. A client must be comfortable enough with their coach to talk about circumstances not only from a rational point of view, but emotionally and personally as well.
When setting up coaching programs inside of larger organizations, I have recommended that anyone who is searching for a coach interview and choose among three qualified coaches. Solid chemistry between coach and the client is a strong asset to the engagement.
Create clear goals with your coach. Clear goals make measuring success and return on investment richer than feel-good feedback. Coaching should include goals that the coach, the client and the sponsor (usually the client’s boss) can agree are worthwhile early in the engagement.
As an executive and leadership coach, I want to see my client and their sponsor smiling and nodding in agreement about our shared purpose and goals for an engagement before we go to work. If they understand it, then my client and I can engage, knowing where we need to focus our attention and energy. And we can set up feedback systems for tracking results and impact.
While the conversation and process between an executive coach and their client may be personal and confidential, the reasons and desired outcomes for the engagement need to be clear, powerful and agreed by all concerned, including the executive sponsor.
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