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 8: Contextual Coaching Commandment: Keep the Leader and the Organization as Co-clients at All Times
Contextual Coaching Commandment: Keep the Leader and the Organization as Co-clients at All Times
As discussed in Commandment 4, the organization needs to have a voice in what it is paying for in terms of leadership development. Coaching at the executive level is usually the singular most expensive investment organizations make in developing leaders on an individual-to-individual basis. The voice of the organization is kept alive and audible in executive coaching engagements through the work of the coaching coalition described in Commandments 3 and 4. That means, at a minimum, the participation of the coach, the leader being coached, the leader's manager and the organizational sponsor is established as a formal ...