How do you navigate a situation where an executive questions your coaching expertise?

Quando um executivo questiona sua experiência em coaching,é importante responder com confian?a e clareza. Por exemplo, você pode dizer: "Entendo suas preocupa??es e respeito sua abordagem criteriosa. Minha jornada como coach tem sido marcada por anos de prática, aprendizado contínuo e resultados tangíveis. Recentemente, ajudei um cliente a desenvolver habilidades de lideran?a que resultaram em um aumento significativo na produtividade de sua equipe. Estou comprometido em oferecer resultados mensuráveis e um servi?o de qualidade."

Composure comes from the place of knowing that the other person is coming from his own experience and belief system. Being a coach, it is important to first see their perspective without judging them and losing your own confidence. This would help demonstrate a balanced approach catering for their critique/ question.

In my experience, an Executive challenging me as a Coach speaks volumes about the Executive and their prsesence at the coaching session. I wouldn't get defensive or start reciting my credentials. I would simply use it as a learning/coaching opportunity. What's the motivation behind the question? What are you expecting from me as a coach? How do you think my credentials will impact your ability to transform from your current stuck state? There are so many other questions along the same line of discovery. Consider the source. I try not to take it personal or as invitation to an episode with imposter syndrome. I would simply remain humble and calm and let my bemused smirk do most of the talking.

Let them express fully, only then their bran can accept new perspectives. If someone is being skeptical, it's a sign that they have something to share, let them share fully. Listen to them attentively and with patience. Give them space and take it as an opportunity to make this event a memorable experience for them and for yourself. I always find such experiences, quite valuable, if maneuvered professionally,

Effectively conveying your value as a coach is crucial when addressing inquiries. To demonstrate your impact, focus on these three aspects: Coaching Methodology: Discuss how your approach aligns with the executive's objectives and organization's culture, ensuring tailored and relevant support. Coaching Style Benefits: Highlight the advantages of your style and its positive influence on other leaders and teams, illustrating real-life success stories. Tangible Outcomes: Articulate the specific results your coaching delivers, showcasing the strategic importance of leadership development within the organization.

In my experience, they have their own experiences behind their beliefs. No, being a coach, if we want to give them another perspective we need to give them new examples or new experiences. Only new experiences can alter the old beliefs and perspectives, keep yourself equipped with case study and real stories.

In my experience as both an internal and external coach this has been a topic that I have had experience with on many occasions especially when I was starting out almost a decade ago. Be curious with the executive to understand what might be driving the doubt. Have they had a bad experience with coaching in the past? What is their understanding of a true coaching engagement? What would success look like for them in working with a coach? In most instances there is a disconnect with what the coach and clients responsibilities are in a true coaching engagement. Instead of taking it personally, partner with them to understand what they are looking for in a coach and assist in addressing their questions.

Like with every good thing, it takes time, and coaching is a partnership between two individuals. After clarifying and addressing the executive's concerns and beliefs, reaffirming your support and genuine willingness to be part of their journey is essential. Demonstrating that you have their best interests at heart and are committed to their long-term success is the way forward, fostering a strong, trust-based relationship.