The Evolution and Impact of Executive Coaching on Individuals

When CXO Connect begins an executive coaching activity, we have the aims of the coaching for the executive as far as the organisation is concerned. It is focused on developing leadership skills. There is always an intention to have a positive effect of a well-coached executive on their team. What about the person themselves? How do coach and executive make a difference working together?  

We all recognise that the best leader is a well-rounded professional. What that often mean is that although the coach recommends ‘be authentic’ what is really meant ‘be authentic in the context of your role and culture of your organisation’. This can mean working with the leader to match up their personal motivations and desires with the organisations. At the same time, where the coach recognises that there is a difference, they also help the executive to develop those competencies. That’s an alignment that stays confidential but is also critical to the leader’s success.  

1. Introduction to Executive Coaching: 

Executive coaching is defined as a targeted and collaborative professional development process aimed at unlocking an individual's full potential and maximising effectiveness in their role. Expanding that thought in this third article, we discussed the broader effect on the individual.  

Turning to the coached individual, lets also look at what is in it for the person being coached and how do coaches go about building the coaching relationship of trust and then helping the executive to develop both professionally and personally.  

2. Benefits of Executive Coaching on the Individual: 

There are topics the individual can’t discuss with friends and family, often because they would not understand. Within their own organisation, not every peer is a trusted friend, and they don’t necessarily want to reveal all their concerns to their immediate supervisor – certainly not until they can talk through some solutions. The confidential executive coach provides an external view, with knowledge and understanding. The coach can be a sounding board to try ideas out on. The coach can ask the questions the executive may be avoiding or had not considered.    

Sometimes the role of the executive coach is to talk through the ‘language’, the way of presenting something that will achieve the objectives.  

Coaching is usually a combination of supporting and challenging.   

3. Good Coaching Starts with the End in Mind: 

While we have several approaches in CXO Connect depending on the coach and the executive, the way that yields the most measurable outcomes starts where both the Executive and the Executive Sponsor (ES) assesses where the executive is now and where they both want the executive to be at the end of the time period.   

These are two separate assessments, and it is interesting the number of C-1 who want to get the assessment from their ES. Providing their own assessment may be the first step on the road to really owning their own career and becoming their own coach.  

These discussions help to build the relationship. What is very important here to the individual is to make sure that their personal developments are included as well as the organisation’s. Mostly they meld together easily, but not always. Both are important to the individual.  

Ideally the development opportunities come as an integral part of their work. It is often how to do things differently and better. Then the coach questions, guides and helps them review the progress. For example, if building relationships across the organisation is a skill to be developed, the coach can recommend a series of actions to help the executive build good habits in developing relationships.  

Sometimes, the coach needs to create development opportunities either inside the organisation or externally. These are stretch opportunities to develop the executive’s confidence.  

The coach meets with the ES during the year to track improvement from their point of view. An interesting conversation, the coaches, has a duty of confidentiality with the executive, as it must be a trusted relationship.  

From the progress review, the coach can change things up, to improve the progress, or change the target behaviours and competencies as some have reached the right level. It is an immensely personal relationship with nuances generally guided by life and research.  

4. Leadership and Performance Improvement: 

While many coached skills are considered 'softer' and harder to measure, research indicates significant returns. The PriceWaterhouseCoopers Global Coaching Survey in 2011 found a 7x return on investment for organisations. The Manchester Review in 2012 reported a 44% improvement in work performance and a 36% improvement in teamwork, highlighting the effectiveness of goal-oriented coaching. 

In conclusion, executive coaching will allow the executive to become a more rounded individual, a leader that demonstrates presence and confident in their own knowledge and skills. The leadership style affects the organisation as it is recognised by stakeholders, peers and their engaged staff all who will enjoy working with the executive.