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Archive Posts for 2016

Blog Author:
Shelly Berlin

Shelly Berlin is a founding and managing partner of Berlineaton. You can often find her balancing dinnerware in the air while typing with her free hand.She enjoys the fast pace and nature of management consulting, along with applying the skills she gained at Disney, Andersen Consulting, and Price Waterhouse.
How Competent Does Your Executive Coach Need to Be?
In a recent blog post, Seven Characteristics of an Effective Executive Coach, I wrote about seven key characteristics of an effective coach that contribute to creating a good ‘fit’ between an executive coach and client. These characteristics include: being self-confident, a positive-thinker, goal oriented, assertive, having advanced interpersonal skills, being open-minded and flexible, and having a high degree of personal integrity. Equally important are the skills and competencies that an executive coach needs to bring to the coaching engagement.

Executive coaching is as much an art as it is a science. First, It is unique from coaching in that the coaching engagement involves a three-way partnership between the leader, coach, and the organization. The coaching goals that are developed for the leader must tie into the organization’s strategic and organizational objectives.

Second, an executive coach must have the ability to help a leader achieve his or her goals through the leader’s own process of discovery.

Third, an executive coach needs to be able to demonstrate competence in four disciplines to be most effective as a coach:

1. Human Behaviour and Psychological Knowledge: understands psychological theories and concepts relevant to the practice of executive coaching, including theories about:  personality, motivation, adult development, learning styles, emotional intelligence, leadership, and personality assessment models, conflict resolution approaches, etc. 
For example, leaders are adult learners who like to be self-directed, are goal oriented, bring experience to situations, are relevancy oriented, practical, and want to be respected. Setting up coaching engagements that honour these principles sets the foundation for success in a coaching relationship.

2. Business Skills: possesses knowledge of the business and public sectors and understands the business and organizational contexts in which a client is operating. These skills include strategic planning and execution, organizational development, business process effectiveness and re-engineering, budgeting, and governance. For example, an executive coach with business expertise can aid a leader in developing business-related competencies.

3. Organizational Behaviour Knowledge: understands organizational structures, systems, and processes and has skills in organizational assessment and design, leadership models, models of learning organizations, systems theory, change management, human resource planning, development and succession, and talent management.
For example, an executive coach who knows the type of culture of the organization in which the leader is leading will help provide a context and understanding that can aid the leader in developing strategies for change, learning or improvement.

4. Coaching Theory and Action Expertise: knows the latest theories, research, and practices in the field of executive coaching, the seven overarching principles for executive coaches, the coaching process, underlying principles of and approaches to different types of coaching, and evolving trends in the practice of executive coaching.
For example, leadership development continues to be the top reason why leaders hire coaches, while a recent trend in coaching shows an increasing demand on developing ‘executive presence.’
If you are looking to hire an executive coach, after learning about the coach’s characteristics and areas of knowledge and skills-based competence, it is also a good idea to find out about his or her approach to the executive coaching process. Click here to read my blog post about the six principles of successful Executive Coaching.
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  • Direction: a clear, widely shared, and aspirational vision of the future and a compelling road map to get there.
  • Process: clear, effective and efficient steps that create meaningful outputs. Daily tasks and deliverables yield their best results when processes are clear and strong, and aligned with organizational objectives. Processes facilitate the alignment of action with direction.
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