How Do I Select a Coach?

---

by Kevin Pallardy, executive coach for OI Partners—St. Louis, MO.

Once you have determined that an executive coach may be helpful to achieving your business objectives, the first question is "who?" The match between a coach and your business culture, and the needs of the individual(s) requiring coaching is critical to the success of the process. Just as important are the qualifications of the coach, and the coaching model he or she uses.

Here is a listing of key questions and issues to consider when selecting an executive coach:

Have you clearly identified your coaching need and objectives? Coaching can accomplish many goals: Retention, accelerated development, skill development, integrate new executive into the business, improve performance on a key initiative/project ("coaching as performance insurance"), rounding out an executive for succession purposes, reducing performance barriers, fixing performance problems, fixing behavior problems or succession planning and assessment. Are you (and the organization) clear about what you are trying to accomplish, and the anticipated timeframe?

Does the experience/approach of the coach meet your needs? The purpose of the coaching will have direct bearing on the type of coach to retain. Does the coach have specific experience in the area you require support? However, be careful, in some cases, the issues that give rise to the need for a coach may be related to other issues the individual may be having. Does the coach you are considering have a process to fully assess the situation and create a coaching plan based on the true needs of the situation?

Have you addressed the executive’s perception of being assigned a coach? Positioning of the coaching with the executive and the organization is critical. If the executive is being assigned a coach (versus requesting a coach), he or she will most likely be concerned about why it is necessary, the meaning behind what’s being stated, and what all this means to his or her long term success at the organization. It’s important that the coaching engagement not create significant concern in a highly valued contributor! The coach can also help position the coaching by reinforcing the company’s message and by educating the executive that coaching is just a different, more efficient way to deliver leadership development. How will the executive participate in the selection of the coach? We have found that coaching success is related to the commitment of the participant. One way to drive this commitment is to provide the executive with the choice of two coaches. With the participation will come more commitment to the process, and you will more likely achieve your results.

Do you have process ground rules established regarding confidentiality and reporting? Who owns the process? Is coaching entirely confidential, with reporting managed by the executive? Or is there an expectation that the coach will provide regular/detailed feedback? Regardless of the approach, it is critical that all parties understand what the ground rules are. Also, realize that the confidentiality of the process will significantly impact the process itself. With confidentiality will come more open conversations between the coach and the executive.

Do you need a Ph. D. psychologist or a businessperson? Clearly, the answer depends on the situation. Both have advantages and potential disadvantages. Our belief is that usually business people are preferable, provided they have the necessary experience in assessment and feedback. The exceptions may be when there are significant behavioral problems, or when the goal of the coaching is also succession assessment, when you are wondering if the executive has the "right stuff" for the next level in the organization.

What is your plan to interviewing potential coaches? We recommend that you interview the actual coach who will be working with your executives. Potential areas to explore include: * Philosophy and flexibility - How does the coach think about coaching? Are they flexible, adaptable to meet the changing requirements that may occur? * Model - Does the coach have a model? Is it business focused and simple to understand? Does it apply to your needs? * Strengths and experiences - Does the coach have references for work similar to what you require? * Personality fit with individual and business culture - How do you see the match up between the coach and the executive? Does the coach have the right balance of listening and directing skills to be effective? * Political savvy - Does the coach have enough business experience to manage the complexities of the engagement?

Kevin Pallardy is an executive coach for OI Partners - St. Louis.