Executive Coaching : Exploding the Myths

Effective executive coaching is accepted as one of the critical factors in developing successful leaders and teams in the best performing organizations. This book steps beyond the notion of a prescriptive formula that can be applied to deliver successful coaching every time. It will develop your coaching capability, present an overview of best practice coaching, and provide insights into the contemporary personal and organizational challenges that define the context of coaching.

Tony Chapman is Managing Director, Bill Best is Senior Coach, and Iain McCormick is Senior Coach,

List of Figures and Tables

xi

Preface

xii

Acknowledgements

xvi

Introduction

1

(24)

A Unifying Philosophy

2

(1)

My Journey to Coaching

3

(2)

Executive Coaching Assignments: Some `In the Box' Thinking

5

(1)

An Executive Coaching Taxonomy

5

(16)

Coaching: Art or Science?

21

(2)

Review Questions

23

(2)

A Model for Development Coaching: The Transition Curve

25

(26)

Individual Transition

26

(3)

Linking Individual and Corporate Development

29

(20)

Development Through Coaching

49

(1)

Review Questions

50

(1)

Assessment in Coaching

51

(42)

Assessment: The First Stage in Executive Coaching

51

(1)

Why Assess?

51

(3)

Assess, How?

54

(33)

Assessing our own Coaching Capability

87

(1)

A Competency Set for Executive Coach Consultants

88

(5)

The Role of Experiential Learning in Coaching

93

(34)

Introduction

96

(4)

Pre-experiential Learning: Aims, Objectives and Key Outcomes

100

(6)

The Experiential Learning Event

106

(9)

Post-experiential Learning

115

(1)

The Indoors

116

(2)

Outdoors

118

(1)

The `Near Doors'

119

(8)

From Corporate Leader to Coach: A UK Perspective on Executive Coaching

127

(16)

My Journey into Executive Coaching

127

(2)

Energy as an Indicator

129

(1)

Executive Coaching -- The Historical Legacy

129

(2)

Latent Talent

131

(1)

Self-coaching

132

(1)

Coaching as a Key Ingredient in Leadership

133

(1)

Getting Stuck

133

(1)

Leadership, Power and Coaching

134

(4)

Blockages and Self-protection

138

(1)

Hardened Attitudes

139

(1)

Egos

139

(1)

Hard Streak

140

(1)

Letting Go: Exiting an Assignment

140

(1)

The Future

141

(1)

Review Questions

142

(1)

Executive Coaching in Action: `Life's a Project, Isn't It?'

143

(8)

Introduction

143

(1)

Background

143

(1)

Chemistry, Compatability and Coaching Agenda

144

(1)

Shadowing a Leader in Action

145

(1)

Feedback on Coaching Style

146

(1)

Development Outcomes

147

(1)

Coach's Postscript

148

(1)

Lessons Learned

148

(2)

The Contextual Coaching Model: Matching Coaching Style to Context

150

(1)

Executive Coaching in Action: Legal Eagle to People Leader

151

(14)

A Personal Journey into Coaching

151

(1)

Introduction to Case Study

152

(1)

Case Background

152

(1)

A Self-review from the Coach

153

(1)

Meeting Greg for the First Time

154

(1)

Assessment and Agreement

155

(3)

Action

158

(5)

Exit

163

(1)

Review Questions

164

(1)

Executive Coaching in Action: Out of Favour or Out of her League?

165

(18)

Introduction

165

(1)

Change at the Top

165

(2)

First Meeting with Lynda

167

(3)

Assessment

170

(3)

Agreement

173

(1)

Action

174

(3)

Another Issue

177

(3)

Exit and Evaluation

180

(1)

My Review

181

(1)

Review Questions

182

(1)

Executive Coaching in Action: The MD as Team Coach

183

(8)

Cultural Characteristics

183

(5)

Engage the Management with a Compelling Vision

188

(1)

Lessons Learned

189

(1)

Review Questions

190

(1)

Building a Multicultural Leadership Team: The Case of the GM in Jeopardy

191

(17)

The Situation

191

(3)

The Leader

194

(1)

The Process

195

(11)

Outcomes

206

(2)

Cross-cultural Coaching: A Case of Cultural Disruption in Europe

208

(15)

The Situation

208

(2)

The Leader

210

(1)

The Process

211

(10)

Outcomes

221

(2)

Cross-cultural Coaching: Coaching in the Middle East

223

(15)

Background to the Gulf States

223

(1)

Political and Economic Context

223

(1)

Cultural Influences on Attitudes and Behaviour

224

(4)

The `Traditional' View of Personal Development and Career Advancement

228

(1)

The Changing Socioeconomic Dimension

229

(1)

Attitudes to Personal Career Development

230

(1)

Approaches to Coaching Own Members of Staff

230

(1)

Coaching Experiences in Large Organisations

231

(5)

Lessons Learned for Wider Coaching Context

236

(2)

Cross-cultural Coaching: Coaching in the Asia Pacific Region

238

(19)

Background to the Peoples of the Asia Pacific Region

238

(3)

Using the Cultural Dimensions in Coaching

241

(4)

The Importance of Language

245

(3)

Does Coaching Work in the Asia Pacific Region?

248

(8)

Conclusion

256

(1)

Review of Best Practice

257

(12)

Step 1: Analysis

259

(1)

Step 2: Agreement

260

(1)

Step 3: Action

261

(1)

Step 4: Assessment

261

(1)

Pitfalls to Avoid in Executive Coaching

262

(5)

Building Your Coaching Development Action Plan (CDAP)

267

(2)

Appendix The Capable Coach Model

269

(5)

Self-review

269

(1)

180/360° review

269

(5)

References

274

(4)

Index

278

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Executive Coaching : Exploding the Myths

Summary

Author Biography

Table of Contents

Supplemental Materials