How can you adapt executive coaching to diverse job contexts?

In executive and leadership coaching within a B2B context, it's essential to have a deep understanding of the client organisation. This begins with understanding the unique context in which the organisation operates and the coaching objective, ensuring that the coaching aligns with and supports these objectives and is specifically tailored to address the organisation's distinct challenges and opportunities. The alignment and customisation are critical for maximising the effectiveness and impact of the coaching process, and instrumental in setting realistic expectations and defining measurable outcomes for the coaching program that concretes meaningful benefits to the individuals involved and the organisation as a whole.

It can be very helpful to know about the work a client does, but underneath it all, this work is about the client, not the client’s organization. If we focus our time discussing the ins and outs of the org or the role itself, rather than the client, we’re likely to fall into the trap of coaching the problem and not the person.

Super importante este primeiro passo, sem entender o desafio, sem entender a empresa, sem entender o tipo de público, sem entender as necessidades o processo n?o terá sucesso. Fa?a um diagnóstico inicial e depois defina o plano de a??o.

Without organizational context or clarity of the individual's role, it's like traveling without a map! The initial coaching sessions are critical to assess the context, roles and responsibilities linked to the project/business goals.

Coaching is a process that has three phases in relation to any topic - context, content, and conduct. Although not linear, this is directional. Making the context explicit so that there is a shared understanding between the coach and the client is essential to the success of any engagement. It is not merely understanding the context of the job, it is also about clarifying the context of the topic, basis which outcomes of the engagement can be co-created.

Although alignment with an organisation's objectives for coaching is important, we need to be cautious that coaching does not become a performance discussion. It is the coachee who sets goals for coaching and sessions. Otherwise, research suggests, the benefits of coaching will not be realised. So, yes, it's important for the organisation and the coachee to move in the same direction, but we must be wary of it becoming mere instructions. If an organisation has a problem with a leader's performance, that is the manager's job to address. In fact, the manager is most likely in need of coaching if they are not able to have impactful performance discussions.

Start by mapping specific coaching outcomes to key performance indicators in the leader's role. Encourage the leader to set tangible, measurable goals that directly enhance their job performance and contribute to the organization's broader objectives. Integrate the organization's mission, vision, and values into the coaching agenda, ensuring that personal growth aligns with and reinforces the company's core ethos.

The alignment of Goals shall be multi-layer: what is the expectations of the Top Management for the Coaching plan, what are the expected results on the Coachee, how is the awareness of the Coachee of the development areas identified for him/her? After this is prepared, the Coachee needs to "want" to be successful in the growth path, and then openly choose the targets for his sessions.

Coaching goals for executives, in my view, need to make sense on three levels. They need to be meaningful and useful on a personal level, they need to benefit the team, and they also need to benefit the organization. I've experienced with multiple clients that it makes a lot of sense to ask their most important five to seven stakeholders on what potential developmental areas should be to make progress on team level and organizational goals. This also solves another really wonderful dilemma. Coaching often happens in a closet, and inviting stakeholders up front to align on goals makes those goals better and already sets us up for success. Most people, in my experience, benefit a lot from inviting and involving others right from the start.

Once the context is clarified, there are three other things that can be determined through the process of co-creation - the outcome of the engagement, the measures / indicators of success, the meaning / significance of the outcomes for the client. All of this is a part of establishing a shared agenda, aka 'contract' in the coaching lexicon, between the client and the coach.

The delivery method in coaching is a critical component that defines how sessions are conducted and can significantly influence their effectiveness. These methods often encompass various formats, including one-on-one, group, or team coaching sessions. Delivery methods such as virtual (increasingly prevalent nowadays), in-person, or a hybrid approach, allow for flexibility and personalisation to suit the coachee's needs and learning style. The choice of delivery method should ideally align with the goals of the coaching program, ensuring that the coachee remains engaged and receives the support they need in the most effective manner.

It is not for the coach to choose methods / frameworks, but only introduce them perhaps. It is rather for the client to choose what they feel most energy around and make a choice that they would benefit the most from.

Existe uma infinidade de métodos e ferramentas sobre as quais o processo de Coaching Executivo vai se desenvolver. Nesta etapa, o Coach experiente já tem informa??es e elementos suficientes para tra?ar um "planejamento-mestre" para o melhor avan?o do Coachee. No entanto, mudan?as podem ser feitas a partir da evolu??o do processo, da capacidade de resposta do próprio Coachee e do seu progresso rumo aos objetivos iniciais. Mais do que o ROI do programa (essa análise é do Sponsor), o Coach deve mirar o ROE (return on expectations) pelo Coachee e os métodos usados devem garantir isso ao longo de todo o processo de coaching executivo.

Choosing the right methods is like crafting a personalized workout routine. When coaching a manager in a creative agency, I recognized the need for unconventional approaches. Drawing inspiration from the agency's creative processes, we incorporated storytelling and visual exercises into our sessions. This not only engaged the individual's creativity but also aligned with the agency's vibrant and innovative culture.

We all learn differently, we all have our quirks and our comforts, we all have our preferences and sweet spots. Coaching to me is like a dance. In dance, choreography is the carefully planned sequence of movements, in coaching it is a roadmap, In dance it is about coordination and collaboration, adaptability and flexibility. It is a place where you see individual expression and as a partner in the dance sometimes you lead and sometimes you let the coachee lead. Its about rhythm and flow, finding a rhythm that works for your coachee makes it more meaningful and inculcates confidence.

Adaptation to the coachee’s style must always begin with accurate self-awareness by the coach him/herself. A coach who is not able (or who simply doesn’t pause to center ) to first look inside and answer , “What is my emotional state ? What biases may I be bringing to the table ? What perceptions or assumptions am I carrying with me about this Individual or their current experience ?” runs the high risk of failing to connect as they should , of missing opportunities for empathy , and of incorrectly adapting their style and approach.

The statement 'one size does not fit all' could not be more true in the coaching domain. Adapting the coaching style to the coachee is the key for the success of the coaching process. A tailored approach, considering the coachee's unique personality, learning style, and needs, fosters a more receptive and engaging environment. This individualised strategy not only enhances the coachee's comfort and trust in the process but also significantly improves the likelihood of achieving the desired outcomes of the coaching.

In my experience the journey toward the ideal outcome for the coachee is unique. It makes sense if the journey (process) is co- created between the coach and the client. This is the way it should be because the coachee is the expert in his life and the coach is the expert in creating the process accordingly.

Um dos principais desafios de todo Coache é conquistar a confian?a do Coachee. Sabendo ouvir o Coachee, o Coach pode adaptar-se àquilo que proverá melhores resultados e fortalecerá a rela??o de parceria entre eles. Assim os resultados tendem a fluir de maneira mais natural.

Coaching uses resources and builds resources. I found it most helpful to do two things in my practice. First, I invite my client to also pick one or two mentors who share experiences with them and who they can learn from. The coaching then focuses about how to implement the mentor's ideas and resources most effectively. Secondly, coaching that takes a few months also naturally builds a lot of resources and it's easy to lose track. It's really important to create a shared repository of the resources that the client has built for themselves as part of the coaching. Otherwise, it's getting lost very easily. It's like unearthing diamonds and then never picking them up.

Leveraging available resources is like constructing a bridge to success. In coaching an executive in a resource-constrained startup, I helped identify and utilize existing internal talents as mentors. Leveraging these internal resources not only provided valuable insights but also created a collaborative support system, enhancing the executive's skills and contributing to the company's overall growth.

Tailor coaching content to resonate with diverse job contexts by integrating industry-specific examples, case studies, and challenges. It will ensure relevance and applicability, facilitating a deeper understanding and engagement among executives from various professional backgrounds.

See the human behind the title. See the real why behind the motivations. Don't just see the person, see the way they think, the why they think.

Choosing a seasoned and experienced business coach is critical due to the specialized nature of executive coaching. Executive coaching requires a deep understanding of corporate dynamics, leadership principles, and industry-specific challenges. An experienced coach possesses insights into organizational behavior, management strategies, and nuanced approaches tailored for professional growth within the corporate world. While life coaching is focused on well-being and balance, and executive coaching focuses on performance and business results, the landscape of business coaching is starting to blend both as people seek passion, potential, and purpose in work. Interview coaches and find one that you can resonate best with.

Despite the fact that goals are very much identified upon embarking on a coaching journey, certain things can still vary or be optimized. Clarity is always gained with engagement and it is important to tweak the path as long as we don't deviate much from the initial goals.