Executive Coaching: How to Get the Most Out of It

 Executive coaching is something that many companies utilize—and for good reason. Research has demonstrated that leaders who engage in coaching gain greater self-awareness and focus, establish and take action toward achieving goals, and communicate and collaborate more effectively. But how much someone can benefit from coaching can vary dramatically. Fortunately, scientists have weighed in and we now have the benefit of several decades of research on the factors that help both the person receiving the coaching, as the organization paying for it, benefit as much as possible.

1. Privacy is important. Although the coaching relationship itself is not confidential (in that the organization is sponsoring it), it is important the coachee feels that the relationship with them is private. Sometimes, having an executive coach to whom they can blow off some steam can help them get to a place where they can think about how they could be a better leader. There should be good and clear agreements at the beginning around what sort of information is to be shared and under what circumstances.
2. Managers matter. Not to bury the lede, but the most powerful finding in the research on executive coaching is that the involvement of a superior matters. For a CEO, this could be a board chair. For a Vice President, it could be their General Manager. The involvement of someone’s manager does two things: (1) it provides accountability around progress toward goals, and (2) it provides the opportunity for the manager to recalibrate their perceptions of the person’s performance and behavior. This is important because executive coaching often facilitates subtle changes over a period of time. Without focusing on them, these can be difficult to notice. By involving the manager, it gives them the opportunity to observe the participant more carefully and notice changes in their performance.
3. Goals are important. At the beginning of coaching, the development of goals by the participant is an important activity. It is also an opportunity for the individual and the manager to collaborate. Otherwise, the coaching may not focus on the right goal. Goals can then be revisited each coaching session. This doesn’t mean every coaching session is strictly focused on those goals, but it is a reminder that in 6-12 months, progress on these specific areas should be discussed. Having some time in each session devoted to goal progress helps keep the coaching focused and consistent in providing value to the organization.