What is coaching?

Introduction

Executives in most organizations, regardless of their levels of responsibility, are challenged with the impact of technology, competitive markets, consumer demands, the expectations of a diverse workforce, and the problems associated with leadership. The practice of executive coaching, as an intervention, has been used in business settings since the 1970s. During this period, executives were enrolled in short-term programs to learn skills such as business etiquette and employee relations. In the 1980s, more sophisticated programs were developed that also focused on personal effectiveness. By the late 1990s, executive coaching was considered one of the fastest growing areas in consulting, with the number of coaches estimated in the tens of thousands.

The increased popularity of coaching is linked to its efficiency and cost-effectiveness. It is intended to be a goal-focused, personal plan for managers to improve performance, enhance a career, or work through organizational issues. The one-on-one, targeted approach of coaching adds to its appeal.

Models of Coaching

Coaching can be categorized into three areas: feedback coaching, developmental coaching, and content coaching. Each is delivered differently, and variations are based on company needs. However, all types of coaching are designed to help managers enhance their skills or improve in a specific area. Feedback coaching involves helping managers create a plan that addresses a particular need and giving them a responsive evaluation. An assessment instrument is used to identify strengths and areas needing improvement. Coaching usually occurs through several in-person conversations over a one- to six-month period. It begins with a planning meeting and is followed by subsequent sessions that assess progress and challenges and provide encouragement. The final meeting is used to conduct a mini-assessment and update the development plan. At this point, there also may be an option to continue coaching.

In-depth coaching generally lasts between six months and one year. This type of coaching is characterized as a close, intimate relationship between the executive and the coach. The information collection and analysis phases are extensive, and they typically involve interviews with the executive’s staff, colleagues, and, in some instances, clients, vendors, and family members. Multiple assessment tools are used to measure competencies, interests, and strengths. The coach may even observe the executive at work.

These data are reviewed during an intensive feedback session, which may last up to two days and results in the creation of a development plan. The coach continues to be involved during the implementation phase of the plan to determine progress, discuss roadblocks, and offer support. This work continues until the development plan has been completely implemented and the executive has made noticeable improvements.

Content coaching distinguishes itself from the other types of coaching because its goal is to help managers learn about specific areas of knowledge or develop a certain skill. For example, a manager may need to know more about global marketing or how to improve presentation skills. Content coaches, as experts in specialized fields, may require managers to read books to increase their content knowledge about a topic and participate in follow-up discussions. Other forms of coaching may involve analyzing videotaped role-playing or demonstrations and attending seminars or one-on-one meetings. The manager’s skill level and the desired outcome determine the duration of the coaching.

External Versus Internal Coaches

The cornerstones of the coaching relationship are trust and confidentiality. The degree of a coach’s involvement with the organization whose members are being coached is the source of debate, especially regarding whether a coach should be external or internal. External coaches offer a safe place for the coaching process. As outside resources, they have no appearance of a conflict of interest. Since they have no company-related interest in the outcome, the managers can speak freely without fear of reprisal.

Internal coaches have the dual role of serving both the company and the employee. An advantage is that the internal coach knows the organization’s policies and people. This knowledge can serve to benefit the overall organizational and individual goals. However, the sense of anonymity is lost, which could result in a compromise of the coaching relationship. In either instance, the integrity of the coaching relationship contributes to its success.

The Future of Coaching

Although coaching is characterized by the individual nature of the relationship between the executive and the coach, it occurs within the context of an organization. Many coaches believe that merely helping executives to change is insufficient, because these executives have created organizations that reflect their own personalities and inadequacies. Therefore, the responsibilities of the coach must broaden to encourage the executive to implement changes in a way that will benefit the entire organization. The notion of coaching can then be extended to that of coaching organizations. In this way, team building and performance-support techniques enable employees to manage themselves and their own behavior with increasing competence.

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