Management pros whip your bosses into shape
Ruth Corbin felt overwhelmed at her job. Thrust into a new position as
director of human resources, she was expected to manage the company's
changing benefits programs, beef up her department's staff and tend to
numerous personnel matters for Hospital Cost Consultants International in
San Ramon, Calif. But, except for a secretary, she had no staff to help
her.
"I was thrown into a situation where I had to wear all the hats at the
same time," Corbin said.
Frustrated, she sought advice from John Webster, one of the latest
breed of consultants -- the executive coach -- part confidante, part
therapist and part career counselor.
Webster taught Corbin to break down her duties into manageable tasks.
She learned to prioritize and to address only the most important jobs.
"John really helped talk me through every mountain I had to climb,"
said Corbin, who was promoted five months later to vice president of
human resources. "He gave me the tools to not get overwhelmed, but to
stand back and determine what's important and what's not. Sometimes we
lose sight of the basics."
The problem is bosses often don't have time to learn the basics.
People at fast-growing companies vault into leadership roles with little
or no training.
Enter the executive coach. Just as a fitness coach pushes clients to
do that extra pullup, executive coaches prod CEOs, vice presidents and
managers to become more effective leaders, broaden their job skills,
tackle personal weaknesses -- and somehow preserve a personal life, too.
"The Michael Jordans of the world all have coaches, the sandlot
players don't," said Don Maruska, a former CEO of three start-up
companies and now an executive coach. "The Michael Jordans want to
perform at their best. They're doing things to lead others, but sometimes
it's difficult for them to have the perspective to see the whole floor."
If you're wondering whether you need a coach, first ask yourself
honestly: Do I waste time because I don't prioritize tasks effectively?
Do my workers hate me? Do I have trouble communicating effectively? Do I
spend too much time at work and not enough time with my family?
If you answered "yes" to one or more of these questions, you're a
candidate for coaching. But before you pick up the phone to call an
executive coach, be prepared to set ego aside and keep an open mind.
Coaches prefer to work with executives who will accept change and
potentially alter their management styles.
"If some executive is willing to say, "I need some help here,' and
accept it, then that's half the battle," said Kitty Wilson, director of
Promatch, a non-profit career center in Sunnyvale, Calif.
Indeed, "some people aren't coachable because they aren't willing to
listen and they don't think they need to improve," said Jeffrey
Wildfogel, a coach in Mountain View, Calif.
Webster, of Saratoga, Calif., says his bright, high-powered clients
typically fall into one of two categories:
- [] THE TYPE A EXEC. These executives often are too hard-charging and neglect people skills. Despite their talent and smarts, they falter as leaders because they are unpopular with their subordinates.
- [] THE SHY AND QUIET EXEC. These executives have the opposite problem of their Type A counterparts. Despite great ideas and skills, they are not aggressive enough to convey them.
"Making the transition from a good manager to a good leader is
difficult," said Andrew Brown, corporate controller at Adaptec in
Milpitas, Calif., who hired Webster 10 months ago after he was promoted
in June 1994 from a management position. "Managers manage projects, but
leaders lead people."
Coaches come from all walks of life -- clergy, homemakers, therapists,
former CEOs and theater directors -- but most have substantial firsthand
experience inside corporations. Like career counseling, the field of
executive coaching is unlicensed. Anyone can hang up a shingle and call
themselves coach.
Thomas Leonard estimates there are 1,000 coaches in this growing
field. A former financial planner in Salt Lake City, he now trains
coaches at his Coach University, a 4-year-old "virtual" institution where
would-be coaches can download training modules and self-administered
tests from a Web page or tap into training courses by dialing into
regularly scheduled conference calls. Coach U's enrollment has tripled in
the past year to 350.
While many coaches are former high-level executives, clients don't
necessarily expect them to be management consultants offering solutions
to business problems. Instead, a coach helps executives draw out the
answers themselves.
Leonard likens executive coaches to the insightful character Counselor
Deanna Troi on the TV show, "Star Trek: The Next Generation." Although
Troi isn't expected to know how to run the ship better than Capt.
Jean-Luc Picard, she provides a calm, empathetic and common-sense
perspective that helps the captain make tough decisions.
"Our focus is: Where are you, where do you want to go and how do you
want to get there in the future?" said Roger Herman, a coach in Akron,
Ohio. "We're a conscience."
Coaches also differ from licensed therapists in that even though they
might delve into a client's personal issues to enhance the executive's
job performance, they will not diagnose deep-seated psychological
problems. Career counselors, on the other hand, mostly concentrate on
helping clients succeed in their careers and rarely offer advice on how
to run a business. Coaches offer a unique combination of business
know-how and a kind ear.
"So few executives have someone they can trust," Leonard said. "The
coach has the client's best interest in mind, whereas a friend, colleague
or spouse might have their own agenda."
Because an executive's work and personal life are so intertwined,
coaches say it is paramount that clients address both lives. A fight with
your spouse, for example, can spill over into the workplace if you are
distracted or upset. "We find that when we address a work issue, we see
other personal issues crop up," said Sandra Foster, a psychologist and
executive coach in San Francisco.
Typically, executives talk to their coaches either over the phone or
in person for 30 to 90 minutes a week and pay fees ranging from $150 to
$1,000 a month. Executives might use the weekly meetings to brainstorm
ideas or update their coaches on how they overcame a weakness or tackled
a business problem. Coaches see clients anywhere from three months to 10
years, but the average coach-executive relationship lasts about three
years.
Chris McComb, vice president of operations of Revo Inc. in Mountain
View, credits Wildfogel for improving his communications skills, easing
his frustrations and helping him understand "how I interact with people."
The result, McComb says, is he conveys his ideas more clearly to his
staff. His workers apparently agree. Wildfogel's follow-up interviews
with staff members and peers showed a 25 percent improvement,
particularly in McComb's ability to listen and communicate. By
communicating more clearly, McComb thinks he motivates his workers more
effectively.
"In almost all cases, a person at the executive level has strong
individual skills," McComb said. "But what separates the wheat from the
chaff is the ability to motivate people to use their own skills to be
successful."
What to ask before you sign up a coach
Most coaches seldom advertise, relying on word of mouth to generate business. That leaves you with the responsibility of searching out the best coach for you. Each coach has different skills and specializations, so to get the right coach, do your homework by asking a coach these questions:
- [] What experience do you have, and is it in the area where I need help?
- [] Can you provide references?
- [] What results can I expect from working with you?
- [] What is your style of coaching?
- [] What coaching methods do you use?
- [] What do you charge?
- [] Am I required to sign up for a minimum amount of time?
When to hire an executive coach:
- [] A large downsizing in your company is causing great change in the work environment.
- [] You feel your career is nearing a plateau.
- [] You are repeatedly passed over for promotions, but you don't understand why.
- [] You have a hard time coping with stress.
- [] You received a subpar performance review.
- [] You're unable to mold and lead your staff.
- [] You're unable to make strategic decisions.
- [] You're too dependent on subordinates or peers.
Source:The Tampa Tribune - March 31, 1996 - Knight-Ridder
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