Who are susscessful executive coaches?
Updated: Sep 8, 2019
The literature emphasizes the pivotal role of a good executive coach. Effective executive coaches understand contemporary organizational issues, human motivation, and the impact of emotions and interpersonal style on executive leadership.
Executive coaches also need to understand leadership and management issues from a multisystems viewpoint and the political and economic realities within the organization and its competitive environment.
Facilitator of professional development
They require selfawareness and knowledge to maintain appropriate confidentiality. One key role that executive coaches play is facilitator of professional development. In this role, coaches assist executives to organize their thinking, become more objective, and develop greater capacity to manage change. Executives recognize behaviors that hinder effectiveness in managing, and explore and develop new problem-solving options.
Coaches provide insights into interpersonal problems and assist executives to learn new skills through modeling. A clear, distinguishing characteristic of successful coaches is their passion in helping others grow and perform. They inspire and motivate others with disciplined intensity.
Clear boundaries of professional conduct
They tend to be comfortable around top management, have the ability to deal with paradoxes, and demonstrate interpersonal sensitivity. Coaches provide insights, political savvy, the ability to detect hidden agendas, and to have a broad systems view of the organization and its leadership.
Flexibility and creativity play a significant role in achieving the desired outcomes. Outstanding executive coaches are described as approachable, compassionate, and relate well with others. They often ask clarifying questions in the process of building rapport, and they are excellent listeners who reflect accurately what is said. They are known for their high level of integrity, personal honesty, and clear boundaries of professional conduct.
Sources: Benton, 1999; Sperry, 1993, Peterson, 1996, Katz & Miller, 1996, Brotman, Liberi, & Wasylyshyn, 1998; Kiel et al., 1996, Brotman et al., 1998