When NOT to use Executive Coaching

I'm a strong advocate for the use of executive coaching.  As an executive coach myself you'd probably expect nothing else.  However, I'm not just speaking as someone who provides executive coaching services but also as someone who has benefited from and continues to benefit from using an executive coach.  I've experienced first hand the power of having an unbiased sounding board and accountability partner work with me to perform at the next level or work through particularly challenging times.

However, while executive coaching can be one of the most effective ways of accelerating your development as a leader its not the panacea for all situations or circumstances.  There are in fact times when an individual and an organization should consider other options for addressing leadership or organizational challenges.  I identify some of these circumstances - where executive coaching may not be your first choice - below.

1. Executive Coaching in lieu of performance management.  Good executive coaching should not be substituted for good - or bad - management.  I've had a few occasions where I've been approached to undertake a coaching engagement where it's clear that a leader's perspective or that of an organization is that executive coaching is the last ditch effort to "salvage" an employee.  At this stage, its often relatively clear that the employee in question is on their last chance but unfortunately have gotten to this point because of poor hiring process at the beginning of their tenure, poor expectation setting and communication on the part of their direct superior, or a combination of related factors.  Ideally, executive coaching is more often applied to advancing an organization's high potentials rather than salvaging those an organization no longer has any faith in.  More often than not in these cases I would prefer to coach both the employee offered the opportunity as well as their direct superior.
2. Lack of defined outcomes or objectives.   Any good executive coach and any strong organization will seek to establish an understanding of specific goals and objectives for the engagement.  Whether sought out by an individual or secured through organizational endeavor, the quality of an coaching engagement is measurably improved when all parties involved are on the same page when it comes to understanding what success is supposed to look like.  If there are no clear outcomes established - whether at the outset or relatively early in the engagement - then there is a risk of "any destination will do" coming into play.  As with any initiative, being able to define and measure success is key to achieving such.  
   
3. Client is unprepared to work.  An executive coach is there to challenge your thinking and assumptions, to move you to new levels of performance, and to enhance confidence through action.  But just as it is incumbent upon you (sometimes in partnership with your organization) to define the outcomes it is equally essential that you show up in the coaching session ready to work.  The time spent with a coach should not be akin to pulling teeth - you are addressing your current challenges, taking charge of your future, and you should be prepared to work as hard - and harder - than your coach.  You should not expect your coach to offer up ready-made solutions.  A coach is there to help you discover and execute on your own self-discovered plan of attack.  If you expect your coach to do the heavy lifting for you you are probably not ready for, nor will you fully benefit, from working with an executive coach. 
4. Client is unprepared to work - Part II.  The work in a coaching engagement doesn't just or even mostly happen when you are face-to-face with your executive coach.  Your time with your executive coach is designed to develop plans, explore options, test assumptions and commit to change.  While a change in perspective and perception will happen in the executive coaching session, delivery and action happens in between sessions and back at the coal face of your work.  All the best laid plans are only as effective what actually happens when you implement your plans.  If you have no interest in implementing your plans or making time for change in your work its best not to engage an executive coach.  
5. Unprepared to Change.  If you are thinking about engaging an executive coach, be prepared to change.  Growth comes only from change.  Change is often or entirely uncomfortable.  If you are only looking for validation or affirmation there are likely other avenues for you to pursue.  Engaging with an executive coach is not about maintenance or just having a great conversation.  You - or your organization - is expecting you to evolve, grow and change as a result of the investment of time and money made in an executive coach.  Work with an executive coach is not about maintenance of status quo.  You should expect that when you choose an executive coach that you will be undertaking new challenges, overcoming anxieties, and assertively progressing forward.  The coaching engagement should make you feel uncomfortable.  Be prepared for and embrace change!
   
   
6. Unprepared to drive the agenda.  Sometimes it's of benefit to think of your executive coach as your co-pilot.  You are in charge of where you need to go.  You define the work for each session.  Again your executive coach will be there as a guide, a thinking partner, and a challenger, but you are in charge.  You are the leader in your business (and personal life) so be the leader in your own personal development.  Work with your co-pilot to plot the course at each session and once decided focus on your path.
7. Unprepared to be truthful, candid and honest.  Your executive coach is focused on your success.  Period.  In that regard, if you have done the best job possible in selecting your executive coach you've determined a fit does in fact exist, you trust the person in front of you and you are confident in their track record in support of your goals.  So don't beat around the bush.  Time is money and if you are going to move forward assertively be prepared to be vulnerable.  It's in your best interests and your executive coach has no other agenda than what works for you.
   
   
8. Unprepared to own the coaching relationship.  As tough as it might be for some executive coaches, you are the customer and the customer is always right.  Tell your coach - your vendor - what is working for you in the coaching engagement, what's not working and how the work can be changed to be more effective.  If you are not prepared to do that you may be disappointed in the results you get - or don't get. 

Coaching can be a powerful tool in moving leadership forward in a powerful way but much of that success depends on using it in the right circumstances, for the right reasons, and with ownership of the effort on your behalf and that of your organization. 

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Greg Hadubiak, MHSA, FACHE, CEC, PCC
Executive Coach/Senior Consultant
gregh@breakpoint.solutions
780-250-2543

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.