its purpose is to produce behavioral change and growth in the coachee for the economic benefit of the client. the growing popularity of executive coaching is a response to compelling needs. the most bedeviling of these has been a gradual warping of the traditional alignment of companies and their leaders. the essentially human nature of coaching is what makes it work—and also what makes it nearly impossible to quantify. its purpose is to produce learning, behavioral change, and growth in the coachee for the economic benefit of a third party—the client that employs the coachee. when her coaching began, she was up for a promotion to a high rank on the firm’s leadership council. all three parties in a triangular relationship—the coach, the coachee, and the client—can contribute to failure. for coaching to command serious attention from the busy executives it aims to help, it needs top-level support and visible links to business imperatives.
pay close attention to chemistry and the matching of coach to coachee. so he committed himself to the coaching process with a zeal that reflected his outsized ambition and favorably impressed the ceo. the key to exploiting them is through effective contracting: defining the goals, roles, and accountability of each party. if the client has a strategic objective and the executive has a career objective, for example, they must identify a goal that integrates both aims. these conversations lead the people at each point of the triangle to contemplate the unfamiliar terrain of coaching and increase their readiness for the hard work ahead. and when the stars are not aligned for a particular coaching intervention, don’t be afraid to give up. however, when a business chief truly commits to a thoughtful coaching process, the results can be outstanding. and when they do get into a conflict, they usually resolve it without coming to me.” much of the credit for these improvements goes to harry. alyssa freas is the founder and ceo of executive coaching network.
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