A Case for Executive Coaching - from Harvard Management Update's editor, Paul Michelman

Michelman makes some very important observations that should be taken into consideration when leaders – or organizations that want to support their leaders – investigate coaching as a tool for building capacity and increasing effectiveness.

A coach is an objective sounding board, a “conversation partner” outside of the organization who works with leaders to develop new skills or hone existing ones, to guide them through short-term projects or help them achieve long-term goals.

Coaching should be a three-way partnership. It is most effective when both the organization and the executive commit equally to the process, and when it is pursued as part of a company-wide leadership development plan.

Retaining an executive coach will not guarantee increased recognition. Coaching clients must approach the coaching engagement with a clear vision of their own and their organization's goals and a strong commitment to the coaching process.

Coaching is not a punishment. Michelman notes that “once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers”. Corporate management should be systematically investing in their best performers by offering them access to coaching, increasing the value of their overall investment in people, and ultimately in the effectiveness of the organization.

G.E. Wood and Associates has over a decade of experience working with organizations and leaders to develop comprehensive coaching strategies. To discuss how to calculate your return on investment , or how we can serve you, your leaders, your staff and your organization, call us at 877.443.9663 or contact us using our email form .

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