Five Key Ways of Achieving Results via Executive Coaching
28/11/2023
As a certified executive coach, naturally often I am asked about how results happen in executive coaching. Andrew Neitlich, Founder & Director of the Centre for Executive Coaching, summed up his perspective by highlighting three ways, and I agree with him on his three points. I will summarize them in this blog, comment briefly from my own perspective on each of them, and offer two points of my own:
1. The coach asks some amazing questions and the coachee has a life-changing epiphany. While this can happen, this is rare. As noted by Neitlich, there is a myth in the coaching world that coaching has to be transformational in every conversation. Neitlich puts it this way: “Most progress in coaching is more like BBQ — cook it low and slow.” To try to manage expectations, I tell potential clients that it typically takes about six coaching conversations for them to start to see the value in coaching.
2. The coach and coachee agree on an assignment that the coachee will take on between coaching conversations, and that process enables positive change. I often tell potential clients that the “real work” in coaching takes place between coaching conversations. At the end of each coaching conversation, I typically ask the coachee to sum up what they are taking away from the conversation as their action plan. For example, the coachee might decide to ask a few colleagues for feedback and advice about what they are doing well and could be doing better. As Neitlich noted, this simple process — assuming the coachee is able to receive feedback and constructive advice — can help the coachee become more aware and also strengthen relationships.
3. Meeting with an effective coach over time naturally leads to progress. I encourage a coaching conversation at least every couple of weeks to get into a coaching rhythm, and to allow the coachee time to carry out their action plan (see 2 above). Effective coaching encourages introspection, expanded thinking regarding challenges and opportunities, and insights that help the coachee make progress. As highlighted by Neitlich: “It takes time, it is gradual, but it is powerful. It’s like tugging at different threads in a knot over time, loosening and loosening until the knot disappears.”
I offer two additional points to Neitlich’s list:
4. The coach acts as a confident and provides a safe space for the coachee to explore difficult topics that they may feel they can’t discuss with others, and/or sensitive topics such as their own insecurities. One related tip that I offer is, before a coach is retained, ensure that the coach is credentialed by a reputable body, such as the International Coaching Federation, which has a Conduct of Conduct. Confidentiality by the coach is usually paramount in a coaching relationship. (Full disclosure – I am a member of the International Coaching Federation.)
5. Progress can be accelerated in coaching through relevant data/information that is shared with the coach by the coachee, such as the coachee’s recent performance review or 360 feedback. The coachee often has a perception of how they are performing in a particular area, but that perception may or may not be reality. Accurate, relevant reliable data/information shared with the coach can help to save the coachee money and time.
Practically speaking, assessing actual results can be challenging when it comes to executive coaching. But hopefully these five points will help you with your assessment, and also help you to manage your expectations.
Reference:
Andrew Neitlich, Nov. 16, 2023, LinkedIn.
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© Dr. Karen Somerville, PhD, C. Dir., MBA, CPA, CGA, CEC
Karen is a Certified Executive Coach (CEC) and a Certified Resilience Coach, with more than 20 years experience as a coach. She also has more than 25 years of experience as a leader and has worked in all three sectors – the private sector, the public sector and the non-profit sector.
Karen holds a PhD in Management, an MBA, a Chartered Director designation, a Certified Executive Coach (CEC) designation, a Certified Resilience Coach designation, and CPA/CGA designations. She is also a CTT Certified Consultant, qualified to use the cultural transformation tools available from the Barrett Values Centre, a global leader in values and culture. Karen is the President of Performance Plus Group: www.performanceplusgroup.com .
Ignoring organizational politics is usually not a good strategy: Some tips
16/10/2023
One of the most common topics my coachees bring to our coaching conversations is organizational politics. They often tell me that they see it happening, but find it distasteful so they turn a blind eye. Some say that they don’t feel safe discussing politics in their organization. The reality is that workplace politics is common to most organizations. When people opt out, or pretend that it is not happening, they may be limiting their careers.
What is organizational politics? Jarrett defined it as follows: “…a variety of activities associated with the use of influence tactics to improve personal or organizational interests…”. A quick review of the literature offers more than 40 political actions, including some like networking and mentoring that are typically considered positive activities.
Women often have a particularly challenging time when it comes organizational politics. For example, research shows that women often feel that their work should speak for itself. (That was my attitude early in my own career, by the way.) But that’s not how organizations tend to work. As further examples, a recent study, “Women in the Workplace”, by LeanIn Org and McKinsey & Co found many relevant factors such as men feel that they are more “in the know” than women and women are being passed over for promotions.
So, what are some tips for managing organizational politics? First, I always suggest becoming informed, including recognizing that there are both positive and negative political actions. Then, look at what is happening in the workplace through a political lens, such as what gets on a meeting agenda, who goes together for lunch, etc. With a better understanding of organizational politics, then, consider a wide range of political activities, and select some to try. (Not all options will appeal to everyone.)
The sooner that one recognizes the need to understand and effectively use organizational politics, the better. While much has been written about the “glass ceiling”, the 2023 “Women in the Workplace” study found for the ninth consecutive year, that the “broken rung” is the greatest obstacle that women face on the path to senior leadership. The “broken rung” is the critical first step to becoming a manager and as a result of it, women fall behind and can’t catch up.
Ready to get started? The reference section below provides some initial possibilities for related reading. Pfeffer’s book was particularly eye-opening for me when I started learning about this – and that book is still very relevant today.
References:
Ferris, G., Frink, D., Galang, M, Zhou, J., Kacmar, K., Howard, J. (1996). Perceptions of organizational politics: Prediction, stress-related implications, and outcomes, Human Relations, 49(2), 233–266.
Ferris, G., Russ, G., & Fandt, P. (1989) Politics in organizations, In R.A. Giacalone & P. Rosenfeld (eds.), Impression management in the organization, Hillsdale, NJ: Erlbaum, 143-170.
Field, E., Krivkovich, A., Kügele, S., Robinson, N. & Yee, L. (2023). Women in the workplace, 2023. Retrieved Oct. 10, 2023 from https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace#/
Gandz, J. & Murray, V. (1980). The experience of workplace politics, Academy of Management Journal, 23(2), 237–251.
Jarrett, M. (2017). The 4 Types of organizational politics. Harvard Business Review.
Pfeffer, J. (1992). Managing with power: Politics and influence in organizations. Boston: Harvard Business School Press.
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© Dr. Karen Somerville, PhD, C. Dir., MBA, CPA, CGA, CEC
Karen has more than 25 years of experience as a leader and has worked in all three sectors – the private sector, the public sector and the non-profit sector. She has served on many boards of directors throughout her adult life. Karen holds a PhD in Management, an MBA, a Chartered Director designation, a Certified Executive Coach (CEC) designation and CPA/CGA designations. She is also a CTT Certified Consultant, qualified to use the cultural transformation tools available from the Barrett Values Centre, a global leader in values and culture. Karen is the President of Performance Plus Group: www.performanceplusgroup.com .
Resiliency – Needed now more than ever
01/09/2023
Prior to the pandemic, people in organizations were often overwhelmed, particularly given the turbulent economic times. Pre-pandemic, the concept of resilience was receiving increasing attention in many organizations.
Post-pandemic, resiliency issues are worse. Many feel overwhelmed and exhausted. The good news is that often organizations are taking steps to address this. Workplace resilience is a necessity for both organizations and employees.
Many organizations recognize the critical contribution of resilient employees to the organization’s ability to engage in ongoing development, to survive a major crisis, and to thrive in uncertain times. Some organizations are now requiring formal resilience training. Others provide funding for resilience coaches.
So, what is resilience? Simply put, resilience is the ability to adapt successfully in the face of stress and adversity. It’s the ability to bounce-back – to recover.
For some, a key is creating a better morning routine. For others, it’s more complicated.
There are always going to be bumps in the road. Organizations need leaders, and employees generally, to develop and nurture their resiliency.
Do you want to become resilient? I can help. Email me at karen@performanceplusgroup.com
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© Dr. Karen Somerville, PhD, C. Dir., MBA, CPA, CGA, CEC
Karen is a Certified Executive Coach + an ICF-accredited Resilience Coach.
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What DO we do about our organizational culture in the midst of this Pandemic?
01/08/2020
As a Certified Organizational Culture specialist, I am being asked a lot of questions about organizational culture since the COVID-19 Pandemic broke out. Here are some examples of the questions that are emerging:
– How do we maintain our culture with everyone working from home?
– Our culture had problems before the Pandemic – is this a good time to try to fix it now that people are working from home?
– We may continue to work from home permanently. How do we build a new culture with everyone working remotely?
– We’ve been working from home since March. What is our culture now?
– Even our board’s culture has changed – and not for the better. What can we do about that?
Is culture on your mind? Have you been so focused on other critical elements of your business during this Pandemic that you have been avoiding dealing with culture?
Culture is key to your organization’s performance. If you’ve been procrastinating about your organization’s culture, don’t wait any longer.
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© Dr. Karen Somerville, PhD, C. Dir., MBA, CPA, CGA, CEC
Karen has more than 25 years of experience as a leader and has worked in all three sectors – the private sector, the public sector and the non-profit sector. She has served on many boards throughout her adult life. Karen holds a PhD in Management, an MBA, a Chartered Director designation, a Certified Executive Coach designation and CPA/CGA designations. She is also a CTT Certified Consultant, qualified to use the cultural transformation tools available from the Barrett Values Centre, a global leader in values and culture. Karen is the President of Performance Plus Group: www.performanceplusgroup.com .
Demystifying the Role of the Board in Relation to Organizational Culture
19/01/2019
“Organizational culture is how things get done around here.” – Deal and Kennedy
Organizational culture has been a popular topic for decades. Many now agree that culture is very important, that it can be managed, and that the board needs to be not only informed, but also involved. Where there is less agreement is how the board should be informed and involved vis-à-vis organizational culture. It is a complex area, and should not be underestimated. Research suggests that shifting an organization’s culture is the most difficult change initiative undertaken by organizations. Culture is a critical success factor for the organization, and the board must be appropriately engaged. The aim of this blog is to provide guidance for boards of directors in relation to culture and the board’s role with the following seven steps.
Is your Organization Facing Change Fatigue and/or Employee Burnout?
05/08/2018
As an executive coach, and management consultant, I regularly hear about change fatigue and employee burnout. These issues are real, and often take a great toll on people in the organization — and the organization’s ability to be successful.
Here are a couple of tips to help with this:
– Make a list of all of the change initiatives underway in your organization. Postpone those change initiatives that can be postponed. End those that aren’t going anywhere.
– Every time you decide to start a new change initiative, decide what your organization is going to STOP doing to free up resources for the new change initiative.
Today is a great day to get started!
© Dr. Karen Somerville, PhD, C. Dir., MBA, CPA, CGA, CEC – is a scholar-practitioner with more than 25 years of experience in Senior Management. Karen is an expert in Organizational Change, a Chartered Director, a Certified Executive Coach and the President of Performance Plus Group: www.performanceplusgroup.com .
Time to step up your game? How to hire a coach
08/02/2017
Check out this link for my article that was published in Upsize Minnesota in Jan. 2017 about stepping up your game and hiring a coach: http://www.upsizemag.com/business-builders/coaching . I will welcome your comments!
— Karen
Struggling with Organizational Change? Research Shows an Executive Coach May be the Answer for You
07/09/2016
We’ve moved beyond change being a constant in today’s organizations. “Organizational turbulence” has increasingly become part of today’s everyday experience. The negative impact can be significant, e.g., poor performance, difficulty coping with uncertainty, stress, anxiety, longer work weeks, lack of confidence, etc. Many have turned to executive coaching as a way not just to cope, but to excel in times of change.
Organizational culture change is easier said than done
28/07/2016
Culture change continues to be a very popular topic. On any given day we can open a newspaper and find headlines about needing to change the organization’s culture.
A “coach approach” to management: What today’s organizations need
27/03/2016
A “coach approach” to management is becoming popular in many of today’s organizations, even though it has been around for decades. But there is still considerable uncertainty about what a “coach approach” to management means and what benefits this approach offers.
