What are the signs that you need to change your executive coach?

If you are a coachee, you may want to pay attention to some signs that indicate you are losing interest or motivation in the coaching sessions. For example, if you often skip or cancel the scheduled sessions, or if you feel reluctant or forced to attend them. Another sign is if you check the time frequently during the session, instead of actively participating and engaging with your coach. A third sign is if you prefer to turn off your video camera, which may indicate a lack of trust or rapport with your coach. These are all early warning signs that suggest you are not getting the most out of the coaching relationship. You may want to consider changing your executive coach if you experience one or more of these signs.

Factors to consider while choosing your "executive coach": * Value system should match * Avoid monetary orientation * Compatible approach * Coach should not view you as his competitor * His leadership style should be "transformational"

It is utmost important for to have rapport with the client. Hence, before we begin any coaching journey, a chemistry session is recommended in which coach and prospective client get to know each other. Client can share his work, what s/he is looking from coaching, learning style, etc. Coach can share his experience, what kind of work s/he has done, what to expect high level as part of coaching program / journey. Allow coach & client some time to reflect if this coach/client I want to engage with. There is not right and wrong here. If you find something not clicking, it is fine to explore another coach OR set up a follow-up conversation to clarify any question you may have.

A successful executive coaching relationship doesn't necessarily require friendship with your coach. While a good rapport and a certain level of comfort are crucial, the primary focus should always be on achieving tangible results and making progress. The role of an executive coach is to challenge you, push your boundaries, and facilitate your personal and professional growth. This process often involves feedback, difficult conversations, and being held accountable, which might not align with the typical dynamics of a friendship. The fine line between a coach and a friend lies in maintaining professional objectivity while being approachable and supportive.

Executive coach should be master of shaping the recipes rather than prescribing a universal set of recipes. If your coach is just following one style then he/she can coach only profiles who match that style. A master coach can make your style theirs and allow you perfect your recipes rather than prescribing theirs. So if you find consecutive sessions too prescriptive then you need to change the coach. Don't make judgement on one session alone.

Building rapport is an important quality and it leads to good coaching practice. A coach needs to ensure that the coach does not lose interest. If he is absent from coaching sessions, rapport with the coach is not built, he has not been able to clearly articulate his goals or is able to build a suitable action plan, well the relationship is not working out and the coach needs to pack his bags. The usage of tools is secondary. Human relationship is of utmost importance.

A good Coach will elicit change pretty quickly in the relationship. And yes, it can take time to implement certain behaviors on a consistent basis, but a deep, impactful realization happens in an instant. Goals should drive the coaching conversation, so they can be reversed engineered, and progress measured. This is especially important with Executive Coaching, so the sponsoring organization can confirm results.

Most coaches try to understand their client's potential. This is wrong. Your client's goals should define their potential. Not the other way around. They should help you work towards your impossible goal in addition to the "blocking and tackling" of the basic skills. Additionally, they should be identifying the lies that you tell yourself. These lies are typically the truth of what is holding you back. As an example, if you need help giving people difficult feedback. I have one client who tells herself that she doesn't want to hurt their feelings, and that's why she doesn't provide them with feedback. The reality is, that she doesn't like the discomfort that comes with providing difficult feedback.

One compelling reason to reevaluate your executive coaching relationship is the absence of clear goals. If you find yourself unsure about your professional objectives and your coach isn't helping you define or align with them, it may be time to explore new coaching options. Effective coaching thrives on goal setting, as it provides direction, purpose, and a means to track progress. A coach who can't help you crystallize your goals may hinder your development and should prompt you to seek a coach who can better support your journey toward clarity and success.

Inspiring coaching goals are Essential. They have to be the coachee's goals. Coming from deep within. Something which is v important to them.

The whole point of coaching is that we provide a differing perspective - a new way of observing the environment and asking quality questions to challenge or, even using silence to achieve deeper thinking. Like actors, we should react with what we see as appropriate. Coaching is a present and future orientated intervention, I would consider it mismatched if the client wanted to stay in the past.

I wouldn't discard a coach because they have a different style. You might need a different style to think differently. Their experiences could be exactly what you are looking for. Discovering most of this should be determined before beginning the engagement. You should know their style and approach in the beginning.

In the realm of executive coaching, one size does not fit all. The significance of considering a change in your coach arises when their style and approach no longer resonate with your individual requirements. Each leader is distinct, with specific strengths, weaknesses, and aspirations. If your current coach's methods are not resonating with you or fail to provide the support and guidance you need, it's a clear signal that a change might be beneficial. Effective coaching hinges on a harmonious relationship where the coach's approach aligns with your personal and professional growth objectives. Recognizing and acting upon this misalignment can be a transformative step towards achieving the best coaching experience for you!

No brainer. Don't work with unethical people. You are the average of the five people you spend the most time with. If you spend time with unethical people, you might erode your boundaries and ethics.

Always find a coach who is registered with a professional body so that you minimise risk and safeguard yourself. There are frameworks and codes of ethics that registered coaches must abide by. Don’t put yourself in a situation where you could potentially have your confidentiality breached (or worse!) it really is not worth it.

If you feel comfortable, address your concerns with the coach directly. Communicate how their actions have affected you and express your expectations for a professional coaching relationship. Communicate your boundaries and expectations for confidentiality and appropriate behavior. Make it known what is acceptable and what is not. If the issues persist and are not resolved satisfactorily, consider terminating the relationship Your well-being and professional development should not be compromised.

Many people call themselves coaches, but in reality the certified coaching trainings and credential programs are created to protect the coachee. For example, if your coach studied with an ICF accredited training program, you can be sure that they developed competencies which are necessary for the coaching relationship. The ICF puts a high emphasis on ethical conduct. On the other hand, some coaches have decades of experience, hundreds or thousands of coaching hours, and haven't attended ICF accredited trainings. The coaching process should feel like you are advancing in your topics, and you are fully respected even in challenging situations.

Two clarifications here: 1) The idea of outgrowing a coach does not necessarily mean the coach is inadequate. It can mean that the coach has effectively taken you to a point where different challenges require different expertise. 2) Although in cases of mergers, acquisitions, or restructuring, an immediate change in coach is suggested, sometimes the existing coach with their deep understanding of the organization's culture and power can provide invaluable continuity and support during transition periods.

Coaching relationship is a partnership that's co-created by the client and coach. The client can reexamine what has changed since the time of making decision to work with a particular coach till the present, thats prompting this question. How are they experiencing each other? Was this experience shared with the coach. Open honest reexamination of the relationship and of the process is required before making a decision to change the coach. This is true for a coach as well. This is professional intimate relationship that needs careful attending to from both

A practical sign is when your coaching sessions become more like conversations with a friend. Rapport, is important, but there's a clear difference between coaching rapport and a casual relationship where you're just sharing stories and updates. If you no longer feel you're growing, gaining new awareness, or investing genuine energy in the sessions (even if you're making progress towards your goals)...it's likely time. Similarly, if the coach no longer offers insightful observations that cause you to explore and/or rethink your assumptions, beliefs and biases...it's also likely time.

I'll add 2 more red flags: One-Size-Fits-All Approach: If your coach employs a rigid, one-size-fits-all coaching approach without adapting to your unique needs, learning style, or organizational context, it may hinder your progress and indicate the need for a more customized coaching experience. Intuition or Gut Feeling: Trust your intuition. As much or even more than the metrics. If you have a persistent feeling that the coaching relationship is not serving you well or that you are not getting what you need, it's essential to listen to your gut and explore alternatives.

Be open to why your 'negative' experiences might indicate coaching success, not coaching failure. One of the most satisfying experience I've had in the last year as an exec coach was when a client I'd been working with for about 3 months came to a session and said she'd been reflecting on why she felt defensive after our last session. Her conclusion was that she'd unconsciously been wanting me to agree with her perception of the 'bad stuff' that had happened in her engineering group. Realizing that, she arrived with renewed commitment to seeking out different perspectives on any given situation. She grew much faster after recognizing that self-limitation! Turning her 'negative' to a 'positive' served her well.

Experience truly is invaluable! When it comes to tackling complex, high-level challenges, it's essential that the coach possesses the requisite expertise. Without this, their capacity to guide clients confidently can be limited. What's crucial is having a coach who not only offers coaching but can also step into a mentoring role, drawing from their own journey and experiences. This dual capability of coaching and mentoring ensures that the client receives multifaceted support, tailored to their needs. It's all about providing the right support to the client, helping them to construct their path even as they journey across it.