Executive coaching is one of the most expensive investments organizations make in leadership development. Yet, conducting executive coaching engagements as individual, disconnected assignments with nothing to guarantee alignment, continuity, and cultural consistency is an expensive mistake at best. In Enterprise-wide Coaching, Dr John Hoover skillfully uses his decades of experience in consulting organizations and coaching individuals to suggest how and why coaching leaders should be aligned with organizational goals and must keep the voice and interests of the organization alive in all coaching engagements. The Ten Commandments will also help managers of coaching functions in organizations and the coaches they hire to design and structure organizational coaching engagements through an organization development lens. This will ensure that the coaches paid for by an organization for the purpose of developing, correcting, or enhancing management or leadership skills and behaviors in individuals and groups will work in tandem with the organization’s talent, leadership, and global business strategy, thereby producing maximum return on the coaching investment.
Chapter 5: Contextual Coaching Commandment: Co-create the Engagement: The Macro Perspective
Contextual Coaching Commandment: Co-create the Engagement: The Macro Perspective
Most individual coaching engagements that involve emerging or established executives are intensely focused on specific behaviour change. That is to say that the organization, through the eyes of the executive's boss, HR business partner or someone else of interest and/or influence, wants the emerging or established executive to stop doing something he or she is doing, start doing something he or she is not doing, or do more of the latter. Any coaching engagement, regardless of the presenting issue that initiates it, is a co-creation of the coaching coalition, most specifically, the coach and the coaching client.
In Commandments 3 and 4, the discussion focused on keeping the ...