Four Essential Ways that Coaching Can Help Executives. Robert Witherspoon

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      FOUR ESSENTIAL WAYS THAT

      COACHING

      CAN HELP

      EXECUTIVES

      FOUR ESSENTIAL WAYS THAT

      COACHING

      CAN HELP

      EXECUTIVES

      Robert Witherspoon

      Randall P. White

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      CENTER FOR CREATIVE LEADERSHIP

       WWW.CCL.ORG

      © 1997 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 175

       Library of Congress Cataloging-in-Publication Data

      Witherspoon, Robert.

      Four essential ways that coaching can help executives / Robert Witherspoon, Randall P. White.

      p. cm.

      Includes bibliographical references (p. ).

      ISBN 978-1-882197-26-2 (print-on-demand)

      1. Business consultants. 2. Mentoring in business. 3. Executive ability. 4. Executives. I. White, Randall P. II. Title.

      HD69.C6W57 1997

      658.4'07124—dc21

      97-1375

      CIP

       For our fathers

       Bob Witherspoon, business executive and enthusiastic entrepreneur

       and

       George White, military officer and civil servant

       We thank you for your constant encouragement and your leadership by example

       Table of Contents

       Preface

       Acknowledgments

       Introduction

       The Roles Consultants Play

       The Roles Coaches Play

       Coaching for Skills

       Example

       Coaching for Performance

       Example

       Coaching for Development

       Example

       Coaching for the Executive’s Agenda

       Example

       Conclusion: Some Similarities in Coaching

       Notes

       References

       Suggested Readings

       Preface

      This paper represents our thinking about executive coaching: what it is, its power in creating behavioral change, and how it can be used by executives and their organizations.

      Each of us comes from a different tradition. The first author began in private practice over twenty-five years ago as a consultant and acquired significant business experience along the way, from building small business start-ups to leadership roles in large organizations. (Before founding Performance & Leadership Development, he was a partner in Arthur Andersen.) The second author started in applied social-science research with a focus on executive learning and leadership and has published widely on these and related topics. (He was formerly in charge of executive coaching and customized programs at the Center for Creative Leadership.)

      Along the way, each of us gained experience in designing and delivering executive development programs, and each of us held various managerial positions in the course of our careers prior to offering executive coaching as a service. While we work separately, we sometimes compare notes, and over the course of such comparisons have come to spend long hours discussing the roles that coaches can play and the various situations in which these roles unfold.

      We discuss here a continuum of roles and situations with several examples. In writing about individuals with whom we have worked, we have tried to remain true to our commitment to keep data private, while at the same time reporting representative coaching situations. To balance these concerns, some changes in the examples were made for this paper by altering characteristics of each case. The actual work was also abbreviated somewhat. The resulting examples therefore should be considered partial composites of representative coaching situations.

      Coaching is about bringing out the best in people. Good coaching, we would argue, begins with clarity about roles. Each coaching situation is different, but some distinctions among roles are important to recognize—if only to foster informed choice by everyone: the executive (and possibly family members), the executive’s boss, the human resources representative, and the coach (or coaches) providing the service. Our purpose here is to probe key distinguishing factors among the coaching situations we encounter daily in our practice.

      Beyond informed choice, we hope this paper fosters a dialogue about the roles coaches play. We see a future where coaching is widely available in organizations, where coaching is informed by insights from an evolving practice theory for coaching executives.

      A practice theory resembles formal theory but is based on experience, not systematic research. It constitutes a mental map of what’s important and what to do about it. We first learned of “practice theory” from Marvin Weisbord (1987, pp. 260-261), who attributes