Core Competencies for Effective Executive Coaching
Michael R. Green
Saint Mary's University of Minnesota
Schools of Graduate & Professional Programs
OL633 Economic and Political Contexts
Semester: Summer 2010
Gerald H. Ellis (Jerry), Ed. D.
July 7, 2010
Introduction and Purpose
The purpose of this paper is to analyze the field of Executive Coaching to understand the important competencies required for coaching. More specifically, with numerous coaching models, unlimited coaching approaches, and an ever increasing body of analysis and lessons learned, the key question this paper will answer is: what are the most effective core competencies required to be an effective Executive Coach. This paper will be the first of three that will have that common goal. The focus on each paper will be as such.
• Paper #1 (this paper) will focus on the history of coaching, what its objectives are, who the primary actors are and what interests, interactions, and institutions operate in this discipline. This paper will also begin to look at core competencies that have been applied to date with some success.
• Paper #2 will focus on the current state of the executive coaching domain, how recent changes have impacted the discipline, and to look at more advanced competencies and their effectiveness.
• Paper #3 will analysis and focus on where the overall domain of leadership is heading, what the future of leadership looks like, and the development of a aggregate set of the best core competencies for effective executive coaching.
Background and Important Information
Coaching has been a part of the American and Global culture and history for many years. According to Wikipedia (www.wikipedia.org/wiki/Coaching/)The general term refers to an activity of a coach in developing the skills, talents, and capabilities of coachees. “Methodologies for coaching are positioned away from the directive or the facilitative, and rest on accompanying clients within a dialogue that will allow emerging patterns and solutions to surface. Coaching lies out of the scale between mentoring and training on one end, and psychotherapy and counseling at the other.” They go on to say that … “coaching is a recognized discipline used by many professionals engaged in human development focused on achieving results. However, as a distinct profession, it is relatively new (since 1990) and self-regulating (except for international professional associations).” According to Hudson (1999) in the 1960’s and 1970’s a large organizations planning was conducted from the top down. Management made decisions and saw that they were carried out. In the 70’s and 80’s it was discovered that in order to be more competitive management hierarchical control of employees gave way to trust and collaboration with workers. Working through the era of Total Quality Management and other performance improvement initiatives, also brought more focus on employee performance. Consultants and process improvement guru’s began to arrive on the scene, but it was soon discovered that real performance improvements would also need to include the leadership and employees. Steven Covey, author of The Seven Habits of Highly Effective People, also had a huge role in shifting the corporate mindset beyond process improvement to building effective employees. In the late 80’s, corporate coaching began getting traction and the profession of coaching was born.
There are many types of coaching areas such as life, relationship, retirement, career, health, and financial, and executive coaching. The focus of this analysis on executive coaching. According to Smith (2005) “Executive coaching is an experiential and individualized leader development process that builds a leader’s capability to achieve short- and long-term organizational goals. It is conducted through one-on- one interactions, driven by data from multiple...
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