Individualized Development – A balanced path to Executive Coaching - Amitava Pal
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Individualized Development – A balanced path to Executive Coaching

executive business coaching

Partnering with executives contribute more, unlocking their potential, and producing superior personal & professional results.



Executive coaching as a means to improve one’s skills and abilities is a fairly recent phenomenon within organizations as a favorable activity for personnel in the C-Suite. In the 1970’s companies rarely talked about coaching for their executives, although it is suspected that the practice occurred, but behind a veil where it was not studied or discussed. In the 1990’s executive coaching started to receive more attention. Executive coaching was a tool used oftentimes as a last resort for executives who had behavioral issues or personalities which threatened the dynamics or culture of an organization. However, since the beginnings of the twenty- first century, executive coaching is being used as a developmental tool for high-potential employees and executives transitioning to new roles, taking on additional responsibilities, or in need of exercising additional influence within the organization. In the ever-changing business environment it is expected that executive coaching will be needed for many managers and executives as they navigate their road to the C-Suite and within the C-Suite. A study by Stanford Leadership Development & Research and the Miles Group found that "Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Suggestions – But Nearly All Want It"

The ultimate purpose of enlisting an executive coach is to assist in improving the personal and professional growth of managers and executives which will positively influence their leadership, co-workers and direct reports. It is important when entering into an executive coaching relationship that the manager or executive is prepared for the investment (both financially and emotionally) just as in a successful venture. Therefore, managers and executives should think of success in four major areas of the relationship:

  • The Executive Coach
  • The Manager or Executive
  • The Relationship between the Coach and the Manager or Executive
  • Organizational Support

Do you ever wonder what an executive coach does? I get this question all the time. An executive coach’s job is to partner with you and gently nurture, as you write your story. What do I mean by this? Whether you want to improve your business, career, or personal circumstances, the executive coach’s role is to provide a forum and process to help you maximize your potential. In other words, as your story is unfolding, your coach’s job is to help you to write your best story, a great story. It is important that you work with someone that will help keep bias out of your story creation. Your story starts today, and you want to have unlimited possibilities. During your story you will gain new wisdom and will need course corrections. Everyone’s story has surprises, and your coach is there to guide you through and to stay accountable as you reach your full potential!


The Executive Coach should be selected based on their ability to identify an effect approach for coaching. A Harvard Business Report recommends that if a coach is unable to identify the methodology they will use, then organizations should continue looking for a coach that can articulate their approach for coaching. The methodology could be through 360 degree feedback or psychological assessment or other reputable methods. However, they should be able to easily respond to this question. Furthermore, it is important that the coach is trustworthy. The coach and the manager or executive will likely share intimate aspects of their professional life, and possibly their personal life, and the coach should be able to be seen as one that will keep the appropriate confidences. Equally important is the ability of the coach to demonstrate commitment to the employee being coached. This commitment will help to garner commitment from the employee being coached. Lastly, the coach needs to be someone that communicates effectively with the manager or executive being coached and should have a way to motivate others to perform their best while overcoming barriers to their success.

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