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    Four Essential Ways that Coaching Can Help Executives
    Four Essential Ways that Coaching Can Help Executives
    Four Essential Ways that Coaching Can Help Executives
    Ebook53 pages46 minutes

    Four Essential Ways that Coaching Can Help Executives

    By Robert Witherspoon and Randall P. White

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    About this ebook

    Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All are based on an ongoing, confidential, one-on-one relationship between coach and executive. Yet each coaching situation is different, and these distinctions are important to recognize--if only to foster informed choice by everyone involved. This report explores key distinguishing factors among coaching situations, and defines four distinctly different coaching roles. Case examples explore how these roles apply to common coaching issues facing executives and their organizations today.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateJan 1, 1997
    ISBN9781604916935
    Four Essential Ways that Coaching Can Help Executives

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      Book preview

      Four Essential Ways that Coaching Can Help Executives - Robert Witherspoon

      FOUR ESSENTIAL WAYS THAT

      COACHING

      CAN HELP

      EXECUTIVES

      FOUR ESSENTIAL WAYS THAT

      COACHING

      CAN HELP

      EXECUTIVES

      Robert Witherspoon

      Randall P. White

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      CENTER FOR CREATIVE LEADERSHIP

      WWW.CCL.ORG

      © 1997 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 175

      Library of Congress Cataloging-in-Publication Data

      Witherspoon, Robert.

      Four essential ways that coaching can help executives / Robert Witherspoon, Randall P. White.

      p. cm.

      Includes bibliographical references (p.   ).

      ISBN 978-1-882197-26-2 (print-on-demand)

      1. Business consultants. 2. Mentoring in business. 3. Executive ability. 4. Executives. I. White, Randall P. II. Title.

      HD69.C6W57 1997

      658.4'07124—dc21

      97-1375

      CIP

      For our fathers

      Bob Witherspoon, business executive and enthusiastic entrepreneur

      and

      George White, military officer and civil servant

      We thank you for your constant encouragement and your leadership by example

      Table of Contents

      Preface

      Acknowledgments

      Introduction

      The Roles Consultants Play

      The Roles Coaches Play

      Coaching for Skills

      Example

      Coaching for Performance

      Example

      Coaching for Development

      Example

      Coaching for the Executive’s Agenda

      Example

      Conclusion: Some Similarities in Coaching

      Notes

      References

      Suggested Readings

      Preface

      This paper represents our thinking about executive coaching: what it is, its power in creating behavioral change, and how it can be used by executives and their organizations.

      Each of us comes from a different tradition. The first author began in private practice over twenty-five years ago as a consultant and acquired significant business experience along the way, from building small business start-ups to leadership roles in large organizations. (Before founding Performance & Leadership Development, he was a partner in Arthur Andersen.) The second author started in applied social-science research with a focus on executive learning and leadership and has published widely on these and related topics. (He was formerly in charge of executive coaching and customized programs at the Center for Creative Leadership.)

      Along the way, each of us gained experience in designing and delivering executive development programs, and each of us held various managerial positions in the course

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