Since the early 1990’s, organizations have been turning to coaches, at an exponentially rapid pace, to aid in the assessment and development of their senior leaders and managers.  In fact, coaching has become so popular that I sometimes hate to mention that my firm offers Executive Coaching Services – which of course is not a good business model.  My reluctance to reveal that we are also in the highly saturated “coaches” pool (life coaches, executive coaches, work-life balance coaches, expat and global executive coaches, health coaches, dating coaches, etc.) is due to the confusion the term “coaching” conjures.  As illustrated by the number and niches of coaching titles being marketed, you can see why clients today are confused and becoming cynical of who can help them, and who is between jobs.

Executive coaching evolved out of the Organization Development (OD) profession from a variety of interventions designed to aid business leaders transitioning their business units in response to market changes.  What became apparent very quickly was that the transition of the organization often required leadership style changes, as well as, process changes.  Today, coaching is the second-fastest growing profession in the world, as reported in a recent National Post article. There are several examples of factors driving this explosion:

• Heightened individual awareness to reconnect with the basics and find the right level of personal satisfaction
• Greater focus within organizations for individual development and growth
• Turbo-charged business environments requiring abilities to be flexible, innovative and deal with change
• Inefficient leadership styles that don’t work with the business needs of the future
• Flattened management structures resulting in a new field of managers needing guidance on how to balance the ‘softer’ side of leadership with the technical side
• Technology and global advancements requiring more people-engagement, mosaic management and communication skills than ever before
  

In 2004, the Harvard Business Review published an article entitled, The Wild West of Executive Coaching.  This article, authored by Stratford Sherman and Alyssa Freas, highlighted the fact that not only does the individual benefit from the coaching relationship, but the organization also gains from the achievements the executive makes as a result of being open to assessment, reflection and transition.  However, although there are a few associations that offer coaching certifications, the lack of universally-accepted standards requires the buyer to beware.

Coaching Certification Competencies -- Still Evolving

Coaching can be a very valuable process for the individual and the organization.  However, as referred to in the Harvard Business Review article, as well as others, coaching is as much an art as a science.  Until a standardized body of knowledge required for coaching wins acceptance, businesses are best served by identifying qualified coaches, with appropriate backgrounds and experiences and certainly, good references.  Don’t feel that the coach and the coachee have to have the same backgrounds.  Sometimes the sharing is richer, when the experiences are discussed from different perspectives and settings.

In a crowded and often confusing market, a reasonable list of coaching competencies might include demonstration of the following:

• Acute perception
• Diplomacy
• Sound judgment
• Ability to navigate conflicts with integrity
• Consultative and relationship consulting experience
• Management experience
• Organization Development and/or Human Resource Management degree or equivalent
• Psychology degree or coursework
• Strong facilitation skills
• Demonstrated knowledge of various coaching techniques and methodologies
• Excellent communication skills
• Appropriate credentials to administer and debrief individual assessment tools that will aid in the coachee’s self discovery process
• Sound track record, supported by qualified references
  

In addition to these competencies, naturally the chemistry between the coach and the coachee must also work.  Taking the time to make the right match will make all the difference in the coachee connecting with the feedback and being motivated to achieve the desired results.

We’ve all seen the power and influence coaches have in helping our favorite sport’s teams be successful, so why not extend that concept into the workplace?  There are a variety of learning styles, and not every executive nor every topic, are suited for learning in an on-line, workshop, or classroom environment.  Sometimes the most effective is the face-to-face coaching connection.  As you assess your leaders and managers this fall, consider how working with an Executive Coach can help in upping their game.