Running head: CHANGE RESEARCH AND APPLICATION REPORT

Change Research and Application Report

Executive Coaching
Executive Coaching: Its not just about the executive by, Orenstein, R.L

Submitted by
Jonathan Ramires

A paper submitted to:

Dr.Ann Herd, SPHR
In partial fulfillment of the requirements for ELFH 442
University of Louisville

CHANGE RESEARCH AND APPLICATION REPORT

Introduction
This research and application report details and outlines some of the key points form the Journal
of Applied Behavioral Science article; Executive Coaching: Its Not Just About the Executive
In this application report Ill look at different aspects in Executive Coaching and analyze its
practices and principles against general workplace coaching, or manager coaching.
In the first section of the reach and application report following the introduction a review
of Executive Coaching: Its Not Just About the Executive will be analyzed to explain the
articles purpose, method, results and conclusions outlined by the article and how it can be
applied to explained to benefit a wider audience like general workplace coaching or manager
coaching and what recommendations can be made from information derived from the article.
Lastly, Ill look at how to practically apply some of the theories and ideas from the article
to my currently workforce and offer value added ideas utilizing the general action research cycle
and the stages in the consulting process described in the Organization Development The Process
of Leading Organizational Change text. (Anderson, 2012).

Review
Executive Coaching: Its Not Just about the Executive, challenges the conventional
methods used to coach executives and explores four different approaches of coaching executives
toward success (Orenstein, 2002).

The Unconscious is an integral part in an individuals behavior Concepts like gaining

self-awareness of self-defeating patterns in interpersonal relationships are explored in
how they affect the executive and the consultant. The interplay between the individual

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3
needs and the group mentality and culture of the executive are explained to help bridge
the gap on why the executive acts in a certain way how to identify and possibly correct /

change those behaviors. (Orenstein, 2002)

Individual and Organization links the executives behavior based on the requirements the
organization externally imposes on the executive and the executives ways of adapting to
the organization. This theory also links back to the unconscious theory above as it relates
to the executives ego achievement which outlines the executives ability to resolve
conflicting demands, utilize existing opportunities, and create new ones to find stability

and change behavior. (Orenstein,2012)

Multilevel Forces describes and explains that organizations are every growing and
evolving as so should the executive in the way he thinks and acts. Organizations have to
define themselves, both physically and psychologically through various means and its
diverse environments. Theyre channeled not just by individuals but by groups. The
multi-level forces are further broken down in the following categories for consideration.
I.
Goals
II.
Authority Relations
III.
Economic Conditions
IV. Role Definitions
V. Communication Patterns
VI.
Human Energy
VII.
Affect Distribution
VIII.
Intergroup Dynamics
IX.
Unconscious Basic Assumptions
X.
Time Span
XI.
Cognitive Work
These eleven indicators of boundary permeability helps determine if the organization is
over bounded and could possibility have difficulty in dealing with a changing
environment or under bounded and possibly submerged into an outer environment.
(Orenstein, 2002)

CHANGE RESEARCH AND APPLICATION REPORT

Self as a Tool is perhaps the most essential principle as it requires the consultant to be in tandem
with the three principles above. The consultant has to integrate into the organization, but be
removed enough to be objective and see beyond to recommend changes. The consultant has to
work not to be too influenced by the organization, but has to influence the organization balancing
the needs of the executive and his role in the organization. The consultant must stay involved in
the organizations diminuendos enough to show impact and removed enough so they may analyze
what is emerging. This principle perhaps more closely resembles what is discussed in the figure
5.3 (page 99, Anderson). The consultant enters the organization with a vision, contracts with the
client to determine scope and need, gathers data on the organization and individual, provides a
diagnosis/feedback and lastly offers an intervention and an evaluation and exit based on the data
and analysis. (Anderson, 2012)
Implications and Recommendations
As the article outlined in some of the case studies used, executive coaching is truly
multichannel and must be approached with different perspectives in mind. The interventions
must simultaneously encompass the organization and the individual to capture a well round
solution or strategy. When coaching executives the consultant must engage in constant selfreflection and self-scrutiny to practice as a finely calibrated instrument to test and formulate
ideas and strategies. The consultant must take more into consideration to monitor the executive
and offer appropriate interventions to both the executive and organization. The article points out
the need to have properly trained and educated executive coaches and Organizational Change
professionals to meet the diverse and changing executive of today and tomorrow. (Orenstein,
2002).

CHANGE RESEARCH AND APPLICATION REPORT

A thin line can appears to exist between coach and therapist in executive coaching, so

practitioners must navigate cautiously to stay objective and in the appropriate role to employ
interventions.
Application
Situation
I routinely interact with an executive that asks for constant feedback in the way that she
performs her duties and communicates the visions, instructions, and general communications to
the companys workforce. The executive (CFO) is very competent and erudite but lacks in the
ability to link with the workforce or her peers. Feedback from her peers have comeback as
describing her as intimidating, unapproachable, isolated.
In the role of an executive coach I would approach this situation in the following manner
following the Anderson, Stages of Consulting Process and General Action Research Cycle
(Anderson, 2012)
Plan & Deliverables
I.

Entry Meet with executive and discuss the feedback from peers and subordinates.

II.

Contracting An outline plan to evaluate the executives behaviors would outline as

described in the article encompassing the subconscious behaviors and the possible
personal /environmental variables that may exist that may be leading to feedback.
(Orenstein, 2002) (Anderson, 2012)

III.

Data Gathering The executive should be watched and analyzed in different scenarios,
both personal and professional to determine if the behaviors or feedback are limited to the
just the place of employment and derived from possible environmental or job related
stressors as outlined in the article. (Orenstein, 2002) (Anderson, 2012). A baseline should
be established at the beginning of the coaching and modified as needed based on daily

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and routine feedback collection. In order to capture all personnel and professional data
the consultation should be around twelve months as to properly capture all variables
contributing to the negative feedback. (Orenstein, 2002) (Anderson, 2012)
IV.

Diagnosis and Feedback - Once the data is collected a behavioral analysis should be
provided to help the executive see the characteristics she exhibits and how they are
perceived by the workforce and her peers. Both the coach and executive should agree on
a plan to help alter behaviors such as body language, voice pitch, and mannerisms to have
the desired effects.(Orenstein, 2002) (Anderson, 2012)

V.

Intervention - A detailed strategy to monitor body language, voice pitch and mannerisms
should be implemented as well as possible voice coaching, and body language analysis
for optimum results. The strategy plan should be reevaluated in six months (half way
mark) to gage improvement and or adjustments to the intervention. Data should also be
gathered within a limited scope to provided evidence of change or need for addition
interventions. (Orenstein, 2002) (Anderson, 2002

VI.

Evaluation and Exit - At six months and twelve months the intervention will be
evaluated to determine if it was successful or in need of further research/adjustment/
strategy. Both positive and negative outcomes from the intervention should be analyzed
and used to modify a new intervention if needed. (None Verbal Group, n.d)

Using the techniques and principles behind executive coaching, Im confident that if the steps
outline in the article were followed a different perception of the executive could be obtained and
retained. On the surface the mannerisms exhibited by the executive seem easy to change, but as

CHANGE RESEARCH AND APPLICATION REPORT

the article points out they could have subconscious roots and or environment implications.

(Orenstein, 2002). If the proper data is collected at the right times of the intervention it could use
to modify the executives strategy and assist in achieving the desired outcome. As noted above,
adjustments to body language, voice pitch and rhythm are the desired deliverables in this plan.
As an example; some of the same techniques used and deployed with Margaret Thatcher, Former
Prime Minister of Great Britain could be used as guide line for this executive.( Edwards, 2011)
Both wish to have the same deliverables which are to change the perception they give with body
language, voice, pitch and rhythm. All of this deliverables I believe could be obtained with the
proper coaching and with the correct consultant (Orenstein, 2002).

References
Anderson, D. L. (2012). Organization development: The process of leading organizational change.
Thousand Oaks, Calif: Sage Publications.
Anderson, M. C. (2002). Executive Briefing: Case Study on the Return of Investment of Executive
Coaching. MetrixGlobal.
Columbia Business School (n.d.). Columbia Business School Executive Education Program.
Retrieved February 28, 2014, from http://www8.gsb.columbia.edu/execed/?
utm_source=google&utm_medium=cpc&utm_campaign=Core_Training_Alpha&utm_conte

CHANGE RESEARCH AND APPLICATION REPORT

nt=executive_coaching&utm_keyword=executive_coaching&mkwid=sZFB6TsfU_dc&pcrid
=46016349910
Edwards, J. (2011, November 15). Margaret Thatcher's Makeover: Before/After Video Of The Iron
Lady From The '70s - Business Insider. Retrieved January 28, 2014, from
http://www.businessinsider.com/margaret-thatchers-makeover-beforeafter-video-of-the-ironlady-from-the-70s-2011-11
The None Verbal Group (n.d.). Body Language Classes, Research, and Consulting | Nonverbal Group
| NYC. Retrieved February 28, 2014, from http://www.nonverbalgroup.com/
Orenstein, R. L. (2002). Executive CoachingIt?s Not Just about the Executive. The Journal of
Applied Behavioral Science, 38(1), 355-374. doi:10.1177/0021886302038003006