Welcome to AkersDavis, LLC and our first edition of Leading Brilliantly, a newsletter dedicated to exploring coaching and leadership best practices. According to Webster leading is defined as "exercising leadership" and brilliantly means "distinguished by unusual mental keenness." To lead brilliantly is to know your purpose, your business, and your people, and to inspire each to their greatest capability. Sherpa Coaching is anchored in (OR based on) a very specific process. Why is that important to your client's success? Development Programs Success! A Client’s Perspective
At AkersDavis, LLC our coaching practice is dedicated to partnering with those leaders who want to experience even greater success. Our first edition of Leading Brilliantly focuses on coach selection. Although growing in popularity as a leadership development tool, currently there are no rules or regulations governing the coaching industry. As a result, many clients are uncertain how to choose a coach and are not familiar with the models that are most successful in coaching.
This month’s feature article explores ten simple questions you can use to determine how a potential coach will approach the engagement; it is intended to help you select the right coach for you or your organization. In addition, we offer the Coaches Corner, where we interview a well respected coach or leader in the field of executive development to take a more in-depth look at coaching from a practitioner in the field. This month we are talking to Brenda Corbett, co-author of The Sherpa Guide: Process-Driven Executive Coaching.
Selecting an Executive Coach – 10 Revealing Interview Questions
There are as many definitions of Executive Coaching as there are coaches. Stated simply, a coach is an expert facilitator who achieves positive changes working with a client leader (coachee) on his/her business behavior within a defined timeframe. Coaching is a powerful leadership development tool unique to the coachee. A coach looks for patterns in behavior, often using assessments, 360 interviews and other data collection methods. Coaching doesn't "fix" someone but rather enhances his/her strengths and addresses development gaps to deliver better business results.
Coaching is part chemistry and part discipline. Selection of the right coach is critical to the engagement's success. There are many different coaching models used in the market today and determining the right mix of competency and experience that will meet your needs shouldn’t be a mystery.
When interviewing a potential coach, consider these ten questions:
10 Questions
What to look for:
1. What are your areas of coaching competence?
Does the coach exhibit business knowledge and acumen, as well as an understanding of organizational behavior? In the course of your conversation does he/she exhibit the personal attributes of executive maturity, emotional intelligence, self confidence, credibility and executive presence? Does the coach hold a certification demonstrating a desire for continuous learning and development?
2. Describe the types of clients you have worked with.
Check how many clients the coach has worked with and at what levels. Do those levels reflect your needs? For example: if the coach only works with emerging leaders how effective will he/she is when coaching Senior Executives?
3. What steps do you take to build rapport with your clients?
Ask the coach to describe how he/she knows when chemistry is present and when it isn't. What steps does he/she take to build a solid relationship with the coachee while also engaging his/her manager or other sponsor? Listen to how the coach has earned the trust of his/her clients. Did the coach demonstrate the ability to challenge a client while building rapport?
4. How do you establish expectations for engagement outcomes?
Establishing mutual expectations builds accountability between the coach and client. Assess if the coach understands how that clarity contributes to identifying potential outcomes and return on investment. Expectations should answer who, what, when, where and why of the coaching assignment as well as document the initial goal the client hopes to achieve.
5. What assessments do you use?
Formal training in assessment tools and processes is a critical skill for a coach. Does he/she use the tools to identify behavioral patterns? Data strengthens a coaching engagement and prevents wandering. Make sure the coach uses validated assessment tools and is certified in a form of feedback delivery.
6. What coaching process do you use?
What protocols does the coach use (e.g., monthly progress reports, triad meetings, etc.) How does he/she narrow developmental focus? Learn what type of development planning the coach uses. Does the process described exhibit a results-orientation? Does the process rely on the ability to partner with multiple stakeholders?
7. Provide an example of a great question.
Great coaches ask great questions. They are short, succinct, based on the client's own words. Does the coach listen to your needs and mirror those needs in his/her questions about the coaching assignment?
8. Describe your strategy to disengage with the coachee?
What steps does the coach take to disengage and prevent "drag?" Did the coach describe how he/she positions the coachee for long term development and continued accountability to uphold personal commitments?
9. How do you measure return on investment for the coaching engagement?
A good coach insists on regular, structured meetings. He or she should use pre and post data to measure a coachee's behavioral change throughout those meetings. Other ROI data to listen for includes: promotion, recognition, team effectiveness or did business behavior change add to revenue or reduce cost. Ask for anecdotal evidence of a coachee's change in behavior and benefit to the business.
10. What was your best coaching experience? The worst?
Listen to the coach's experience. A good coach is authentic and unafraid of sharing the both good and bad experiences.
Coaches Corner: Interview with Brenda Corbett, co-author of The Sherpa Guide
Brenda Corbett is co-author of The Sherpa Guide: Process-Driven Executive Coaching (published by Thomson) and co-founder of Sherpa Coaching, LLC. The guide sets the standard for "how to coach" books. Sherpa Coaching, LLC offers university based coaching certification classes at Penn State, The University of Georgia and Texas Christian University. They have also trained internal coaches for the National Cancer Institute, Toyota and U.S. Bank. Sherpa Coaching is located in Cincinnati, Ohio and serves national and international clients.
Ms. Corbett believes there is no other coaching process as disciplined as Sherpa Coaching. "Really, the process is for the coach's success, not the client's," said Ms. Corbett. Using the Sherpa model, the client is on a journey of self discovery, while the coach ensures each moment builds upon the other. This creates a focused dialogue, as opposed to bouncing around without direction. The Sherpa process prevents wandering off topic and allows the coach to tune into the client leader's real issues.
Why is certification important when selecting a coach?
"A good coach is more wrapped in process when they are trained and certified," said Ms. Corbett. Clients who sponsor coaching should require a coaching certification. "I believe university certification should be a requirement. The University has done their due diligence to ensure the program is grounded in process and theory. Universities have a checks and balances system. For example, receiving a certification from Penn State University will differentiate coaches from lesser-known private schools."
According to Ms. Corbett, "Certification demonstrates mastery." A coach who has been certified has the process down because he/she has done the work in both the classroom and during a practicum assignment. Coaches who have achieved certification with a practicum have received coaching, as well. This creates a deeper understanding and appreciation of the coaching experience. He/she has been through the process while learning it. "A coach should be coached. That is the beauty of a practicum approach," said Corbett.
Coaching is a leadership development lever. What is your view on its return on investment for a company?
"Coaching is extremely personal," notes Ms. Corbett. Setting expectations for each engagement is a critical foundation to determine ROI. To start, coaches must set expectations with the client leader as well as with his or her coach-sponsor, whether that is the coachee's boss, an HR Leader or other individual. Sherpa Coaching integrates the expectation setting process up front. If expectations are met or exceeded, the sponsor has the first vital measure of ROI. Likewise, if the executive contact sees no behavioral change, ROI may be missing. "The coachee's experience of progress is also a tool to measure success. A coach should ask the question 'How is it going?' quite often," said Corbett. "Measuring return can be the most nebulous part of coaching, but extremely critical." According to Corbett, "when expectations are set, productivity soars."
Another form of ROI comes as a result of using assessment tools. For example, 360 degree assessments at the front and back-end of the engagement as well as pre and post-tests can measure return. This, combined with direct observation of changes in coachee's approach to work, is a powerful way to demonstrate value and highlight behavioral change.
What attributes does a successful coach possess?
"A good coach knows how to ask the right question," Corbett says without hesitation. Then, by relying on a proven process, the coach can pull critical information from the coachee's own words, as opposed to "feeling" the moment. "Coaches must remember, it is not about them! A successful coach does not lead or interrupt the client. They do not provide anecdotal advice or training unless invited to," said Corbett.
What is the one question a purchaser of coaching services should ask a coach?
According to Ms. Corbett, the answer is simple. She asks, "Does the coach have a process?" Again, coaching is about partnering with a client to facilitate breakthrough leadership results. Coaching is more than conversation.
What is your greatest piece of advice to coaches?
"Listen more than you talk, and know when to be quiet," says Corbett. Sherpa Coaching believes the power of the coach is his/her ability to ask the right questions, and to "listen intently."
More Information about Sherpa Coaching:
Sherpa Coaching, LLC is endorsed by world renowned coach Marshall Goldsmith, author of What Got You Here Won't Get You There. According to Ms. Corbett, Mr. Goldsmith is "in total alignment with our coaching philosophy." Mr. Goldsmith has been a guest speaker at the Penn State Coaching Program.
"The Sherpa process lets people learn the difficult art of coaching, and gives them the freedom to apply it in their own way. Along with their university partners, the Sherpa Coaching Certification adds real credibility to a coach's credentials." - Marshall Goldsmith, world's leading executive coach.
To view the Sherpa partnership with Mr. Goldsmith and review a copy of their unique coaching survey published yearly, which measures many facets of executive coaching, link to www.sherpacoaching.com. Many thanks to Brenda for her candid insights into brilliant coaching!
AkersDavis Menu of Services:
Our development programs can be easily customized to your organization’s culture and business priorities:
Sara engaged AkersDavis, LLC to gain clarity on her leadership ability and potential. Although she was a successful VP in a Fortune 500 organization, her career was stalled and her support at the executive level was mixed. Sara focused her coaching experience on her messaging, creating succinct business reviews, preparing data to answer questions quickly and making the appropriate network contacts to convey her message. Her secondary work focused on delegating work to her team giving them increased accountability while freeing her up to work on strategic versus tactical projects. As a result of coaching and her hard work, Sara has been asked to attend a Leadership Development Program for Senior Executives having won the support of the Senior Team and CEO. As an organization steward, she is passing on a stronger organization while positioning herself for greater professional success.
About AkersDavis, LLC
AkersDavis, LLC works in partnership with a rich diversity of executives and business leaders in the US, Canada and Europe whose charge it is to lead and transform their organizations. Our purpose is to facilitate change in a leader's connection to his or her team or organization to experience breakthrough business results and influence key business drivers.
Allison earned her Masters Degree in Industrial/Organizational Psychology from the University of New Haven where she is also an educator teaching organization behavior, leadership and the emerging role of the Human Resources Leader. She is a former president of the Greater New Haven Chapter of SHRM and has held leadership positions on the Connecticut State SHRM Council. She is a member of the Human Resources Planning Society and World Wide Association of Business Coaches as well as leading the volunteer coaching program for Dress for Success. She is certified in the Hogan Personality and Clark Wilson 360 Assessments and uses DiSC in her coaching practice. She holds an Executive Coaching Certification from Penn State’s Smeal College of Business. She is an associate coach with Right Management.
Resolve...to experience greater success in 2009! Try our leadership assessment located at www.AkersDavis.com to explore your leadership strengths, to build on, and development gaps, to address and potentially change. Call Allison at 203.430.2321 to discuss your coaching and leadership development needs or email Allison@AkersDavis.com.
Quote
"The ultimate creative act is to express what is most authentic and individual about you." – Eileen M. Clegg
Book Recommendations
Marshall Goldsmith - What Got You Here Won’t Get You There. Hyperion New York, ISBN 1-4013-0130-4/978-1-4013-0130-9
Jim Loehr and Tony Schwartz – The Power of Full Engagement. Free Press, ISBN 0-7432-2674-7
Coming Next
Our next edition will feature Sandra Thomas, who developed a highly successful coaching infrastructure for the National Cancer Institute, now serving and coaching over 700 clients.
Client Feedback
"I couldn't be happier with my decision to engage Allison Davis for executive coaching. Allison not only brought some great tools and approaches to the table—I use them every day—but she also brought to bear a deep understanding of how organizations operate and therefore how to operate successfully within them. Her observations were intuitive and constructive and have helped me to become a better leader."
Vice President, Fortune 40 Employee Benefits Corporation
Quote
"We have to undo a 100-year old concept and convince our managers that their role is not to control people and stay on top of things, but rather guide, energize and excite.”
- Jack Welch