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Dispelling the 7 myths of executive coaching.

by: Dr. Sabine Dembkowski and Fiona Eldridge

Summary:

During the past year consultancy firms have experienced a slowing of business growth. As a New

Year starts the task is how best to maximise the potential of consultants and put the firm in a strong

position. One tool that is widely used to develop individuals is executive coaching. Although

coaching is a ‘hot topic’ most consultants do not have a clear idea of how it works in practice, may

have misconceptions about the process and have yet to experience the benefits for themselves. This

article thus seeks to dispel some of the myths of executive coaching.

Body:

Consultancy life is still challenging and rewarding and most consultants who join and persist within

the profession have the ultimate goal of progressing through to partner level. To achieve this

consultants face the challenge of developing a balanced personal approach that engages a client on an

emotional level yet provides rigorous analysis and a strong knowledge base.

It is relatively straightforward for early career progression through the ranks from business analyst to

senior consultant but from manager level onwards the challenge can increase for you. And herein lies

the crux of the matter - not only do consultants have to possess excellent analytical skills and a

strong knowledge base they also have to be able to develop new business for the company. The

ability to develop accounts and establish close client relationships becomes much more important.

For firms it is clear that the individuals who possess all the relevant skill sets are indeed a rare breed

and will always be in demand regardless of market conditions.

Management consultancy firms have long realised the challenge and utilised internal and external

training sessions but these do not necessarily address a consultant’s individual needs. To address this

most consultancies have put a mentoring system in place but all too often internal politics and time

pressures intervene to prevent the consultant getting the most from this relationship and focussing on

what really matters.

This is where an external executive coach can help. By working with the consultant, and being

dedicated only to him/her, the coach can help shape personal and professional goals, develop and

assess different options, put a concrete action plan in place and provide the necessary encouragement

to ensure that the consultant maintains momentum towards the goals. However, executive coaching

is not fully utilised in the consultancy profession. One of the reasons is that there are many

unanswered questions surrounding executive coaching and myths have developed. The aim of this

article is to address the most prominent ones.

So, what are the most prominent myths about executive coaching?

Myth 1: There are no clear definitions of what coaching is

In the early days coaching was not clearly defined and coaches seemed a little like magicians helping

to effect changes in executives without really explaining the process.

Coaching can be clearly defined as the art and science of facilitating the development, learning and

performance of an executive by expanding his/her options for behaving.

Confusions particularly exist when trying to distinguish between coaching and mentoring. Coaching

is clearly distinguished from mentoring, which usually involves a more experienced consultant

guiding a less experienced consultant through the maze. Almost all consultancies provide a

mentoring scheme. Mentoring usually implies a long-term relationship whereas coaching tends to be

time limited. Coaching is very much a ‘do with’ process placing responsibility on the consultant

being coached whereas mentoring is more ‘do to’ and usually involves fairly directive teaching of

skills and knowledge as well as providing support as a protective ´older sibling´ and helping with

providing access to the established network.

Myth 2: Coaching is a fad that will go away

The term ‘executive coaching’ first appeared in the early 1980s. By the 1990s, a market for the

service was beginning to emerge and professional bodies such as the International Coach Federation

were formed to establish practices and processes.

In its simplest form coaching is helping another person to develop and grow. We have been coaching

one another since the earliest people taught each other to hunt, build shelters and to plant seeds. The

prehistoric hunters who taught youngsters how to throw a spear were coaching, as were the master

carpenters during the Renaissance who took on apprentices and taught them the craft. In more

modern times football trainers coach their teams and executives coach younger executives.

Different techniques or terms may be used to describe the activity and process of coaching but

coaching is an activity that is here to stay.

Myth 3: If you coach people successfully they may leave the organisation

If coaching is all about uncovering latent potential and encouraging individuals to realise more of

their potential and goals then surely they might leave? Well, yes, it is true that the excitement and

buzz people get from releasing untapped potential might catalyse a move. More often than not,

however, the impact of revitalising the consultant has a very positive effect for his or her sponsoring

organisation and its bottom line. Greater loyalty to the company is likely to be the result and greater

productivity.

After all, the company has demonstrated that it is interested in the professional and personal

development of its consultants, recognises them as individuals and is prepared to put money into

development not just use it as a phrase in a recruitment brochure. Even if the consultant does move,

the loyalty will remain and may be the source of future new relationships and business for the

company. It is a win-win situation as some of the most respected consultancies demonstrate as they

benefit from a thriving alumni community.

Myth 4: Coaching takes up a lot of my time

In a busy world of heavy travel schedules and deadlines to be met, many consultants may be loath to

give time to ‘just’ sitting and talking. There is a fear that it is going to eat into precious personal

time. Although the process may take anything from a few months to two years depending on what

the individual wishes to achieve, the truth is that the coaching process increases personal

responsibility, personal efficiency and time management so that time invested is returned many times

over.

In practice, at the beginning of a coaching relationship coaching is most likely to take up about two –

three hours every two weeks. Later on in the relationship coaching sessions may be more infrequent.

In addition, not all of the sessions need to be face to face. Regular contact can be also maintained

using telephone and email, which can be essential for consultants on the move.

Myth 5: Coaching is a kind of psychotherapy

Psychotherapy tends to focus on considering the impact of an individual’s psychological and

emotional history on his or her current situation whereas coaching focuses on the now and how to

move forward. It is action and future oriented rather than looking at what may have gone wrong in

the dim and distant past.

While it is true that coaches come from a variety of backgrounds and it is helpful for them to have an

understanding of basic psychology and counselling, the process is definitely not psychotherapy. For

coaches it is more important that they have an empathetic understanding of the consultant’s

environment and a range of skills and techniques to take the consultants forward. An executive coach

assists a client by assessing his/her current situation, creatively brainstorming alternatives to the

current situation, honing the goals and initiating and evaluating options for behaving differently.

Most of all an executive coach can help in designing a rigorous action plan, acting as a sounding

board and encouraging momentum

Myth 6: Coaching is only for those whose performance is not up to scratch

Coaching is not about ‘fixing’ poor performance. The reasons why people come to coaching are as

varied as the consultants who benefit from the service themselves. For example, a consultant may

have great potential and demonstrate good performance but has one or two ‘blind spots’ or areas for

development or coaching may be used to help a consultant who is making the move to a higher level

position to grow into the position in less time or is taking on a new and high profile project where the

stakes are high for the individual and the organisation.

Engaging a coach for a consultant is the same as any other investment decision. For those who

receive a coaching service as part of their package from their employer they can be sure that their

potential is judged to be far greater that the investment. The same is also true for consultants who

hire a coach on a private basis. By doing this they are demonstrating that they believe that their

potential is greater than their current performance. For these consultants, their drive to get to the next

level and commitment is evidenced by hiring an executive coach who will help them to take a real

step forward in their career. So, next time you hear someone has a coach be aware that this could be

the company’s rising star.

Myth 7: Coaching doesn’t add to the bottom line

Coaching is a process, which helps consultants become more flexible and adaptable. Greater

flexibility and adaptability can lead to increased individual productivity with a definite impact on the

bottom line. Recent studies in the USA (Manchester Inc) have demonstrated a return on coaching

investment of anything between 5:1 – 22:1. In addition to the tangible business results, coaching also

brings many intangible benefits such as better relationships with direct reports, improved team work,

lower stress levels, reduced levels of conflict, increased job satisfaction, greater organisational

commitment and better relationships with clients. As coaching continues to grow we will

undoubtedly see more research into the area and its effectiveness. Many of the current studies are

based on self-reporting techniques and hence must be treated with some caution. Nevertheless,

coaching does produce greater return than any of the more traditional personal development

techniques.

As you now reflect on where you want to go this year and what you want to achieve, consider how

best you can maximise your potential and that of your firm. Locating a skilful executive coach who

has an understanding and empathy with management consultancy can be the first step in ensuring

that you achieve your personal and professional goals in 2003.

==================================================================

About the Authors:

Dr Sabine Dembkowski

is Founder and Director of The Coaching Centre. She provides coaching

services to international executives in Professional Service Firms, Multinationals, Start-ups and

assists Entrepreneurs and the Self-employed. Sabine has extensive business, strategy and marketing

experience working in the USA, India and across Europe in Germany, England, Sweden,

Switzerland, Italy, France and Spain. She has consulted to the world’s leading organisations in a

wide range of industries from the automotive, consumer goods, chemicals, financial services and IT

industries. Sabine received her non-directive coaching training from the leading authorities in the

US, England and Germany. She is a certified executive coach with the Lore Institute. As a Master

practitioner of NLP Sabine has trained with the top thought leaders and developers of NLP. She is

published in leading trade magazines and academic journals. Sabine is also the co-author of two

major Financial Times Management Reports.

For further information go to: www.thecoachingcentre.com or contact:

sabinedembkowski@thecoachingcentre.com

Fiona Eldridge

is Founder and Director of The Coaching and Communication Centre providing

coaching and training services to Executives in the Public Sector and Education. She has extensive

experience of senior team leadership as a company director and college principal and in educational

and professional matters at a national level. She trained in the UK and USA with leading authorities

in the field of personal development and communication. She is a Master Practioner and Certified

Trainer of NLP.

Fiona has appeared on television and radio and is a frequent contributor to newspapers and journals

in the sphere of education. Her clients have been drawn from major city firms as well as education

and the performing arts.

For further information contact: fionaeldridge@coachingandcommunication.com

Author Details:

Dr. Sabine Dembkowski and Fiona Eldridge

Founders and Directors

The Coaching and Communication Centre

sabinedembkowski@thecoachingcentre.com