We often think of coaching and training initiatives as something that should be targeted at new hires or junior staff. But executive coaching is a prominent activity among big businesses. And that makes sense. After all, no leader starts out as a leader. At some point, they’ve all had to learn what it means to be an executive.
What Is Executive Coaching?
It’s hard to put a precise definition on “executive coaching,” but at a basic level executive coaching involves providing high-potential or highly skilled individuals some high-level evaluation, feedback, and development from experienced professionals.
Who Is Executive Coaching Targeted At?
Executive coaching should be focused on individuals who have two key characteristics: high potential and, more importantly, receptivity to coaching. The latter is not always a characteristic of up-and-comers. “Executive coaching is not a substitute for good performance management in an organization,” writes Janet Ioli for the Association for Talent Development. “Formal coaching works best with high-performing leaders who are either preparing to or already transitioning to the next level or who are seeking to maximize their leadership impact and presence. The coach is not a management surrogate appointed to deliver performance feedback.”
Coaching is also often activated by a particular situation, for example:
- A climate survey identifies an executive who is treating people poorly or improperly.
- Exit interviews indicate potential harassment problems.
- There is evident ill will between one executive and another.
Should You Have Internal or External Executive Coaches?
Executive coaches can be either internal or external. Internal executive coaches typically consist of other senior managers within the organization. The benefit of this is that the leaders know the organization—its dynamics, core values, key players, etc. The benefit of an outside executive coach is that he or she may bring a unique perspective and—assuming executive coaching is his or her primary profession—will have the requisite time to spend on coaching, whereas internal executives are extremely busy with their own official responsibilities.
Coaching and training are understandably often thought about in terms of your new or junior employees. Relative to your leaders, they may very well have the most room and need for growth and development. But that certainly doesn’t mean that there isn’t a benefit—indeed a strong need— to encourage the same type of growth among your leadership team.