If the top dogs of an organization had a theme song, it would be the popular Elvis-tune, Are you Lonesome Tonight? Maintaining a self-sufficient image, executives and top managers often lead a lonely existence at work.
Although these wise leaders reap expert knowledge from the specialists they employ, they are often faced with dilemmas they can’t share with their subordinates. Having no one to confide in, top managers rely solely on their own wisdom and make errors that may have been avoided. This situation is particularly true when an outsider has been parachuted into a top spot and has to swim with the “sharks” without protection.
Executive coaches to the rescue
Executive coaching is one of the fastest growing professions. In 2002, a study by Harvard Business School did a study of Executive Coaching in 2002. At that time they found estimated that there were at least 10,000 coaches working in business – , up from 2,000 in 1996. Six years later, the numbers have increased to over 50,000.
Coaching has become widely used in supporting top producers, rather than just a tool to help correct underperformance. In a 2004 survey by Right Management Consultants, it was found that 86% of companies used coaching to sharpen the skills of individuals identified as future leaders.
Undoubtedly, there are a number of reasons executive coaching has become such a wide-spread activity. A few that immediately come to mind are
- The transient nature of senior management.
- The removal of layers of management – thereby disposing those who were traditionally mentors and coaches.
- The lack of training for senior management roles.
Executive coaches, although paid for by the organization, are usually independent of that organization – they are merely tied to the “coachee.”
It’s important that these individuals act as both a coach and a “Devil’s Advocate.” They must be able to freely express concerns about performance and point out areas that require improvement. As Thomas DeLong of Harvard calls them, they must be a “truth speaker.”
When do you need a coach?
Coaches are most useful at a time of change for executives – whether in organization or in career.
The move to a new organization creates a change in culture, structure and co-workers. The new executive has to learn who he or she can confide in about sensitive issues, primarily people-related. In those cases where the executive knows someone in the company, he or she needs to be careful about how others may view the acquaintance.
It’s times like these an executive coach is handy. He or she can provide the new senior manager with a confidential sounding board.
It has been my experience that executives feel they can discuss their most difficult problems concerning subordinates, knowing that the coach has no bias toward employees in the organization. This is why it’s important that a top executive use a coach who isn’t contributing in other areas of the company. Credibility is questionable if a coach works with more than one executive in the same organization.
Coaches have also proven successful in cases where an executive is changing careers – internal or external. Such people may have been highly esteemed in their specialty, but recognize that they are devoid of skills in their new appointment. They frequently absorb new ideas quickly, and after a short-term, develop enough knowledge and confidence to diminish the need for a coach.
Other issues
There are many issues that an organization and executive must consider when entering into a coaching arrangement. The rapport between the coach and the executive is paramount. Money and time is wasted if a company provides a coach who doesn’t have the respect of the “coachee.” This is why selecting a coach is as important as hiring a senior executive talent – so handle with care.
A coach can go a long way
Owners and senior executives should consider the benefits of an executive coach. There is no need to be lonesome today – or tonight.