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 9: Contextual Coaching Commandment: Keep the Leader and the Organization as Co-beneficiaries
Contextual Coaching Commandment: Keep the Leader and the Organization as Co-beneficiaries
Contextual Coaching Commandment 9 twists the lens on the notion of the leader being coached and the organization sharing co-client status. Taking the conversation a bit further, the coaching coalition must discuss how much of a benefit the organization and the leader being coached will derive from the expensive engagement. Before a coalition is even fully formed (i.e., before a coach is selected), the emerging or established leader, the leader's manager and the organizational sponsor must consult with one another to decide if coaching is even the right solution for what is ailing or facing the organization and the relevance of that to ...