| Pub. Date | : June' 2023 |
|---|---|
| Product Name | : Effective Executive |
| Product Type | : Coaching and Mentoring |
| Product Code | : EECM030623 |
| Author Name | : Michael Walton |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 15 |
The paper highlights some of the reasons which may have prompted a need for remedial coaching for an executive. It is organized into two parts: part one focuses on precipitating organizational factors, and the second part considers more deeply embedded existential factors, which may have led to the need for an executive to receive coaching or perhaps counseling. The terms 'client' and 'coachee' are used interchangeably to refer to the person being coached. The terms 'executive' and 'leader' are also used interchangeably to refer to a person appointed to a position of power and influence across all types of organizations, whether private, public, academic, political, or governmental.
The focus of this paper is on the coaching of
executives, in particular those who are failing,
rather than on executives who are being
coached and prepared for more senior
appointments. Thus the paper (i) highlights
the reasons why an executive may have begun
to fail and perhaps display counterproductive
patterns of behavior; and (ii) introduces some
of the underlying existential concerns, doubts,
and worries which can beset anyone and
which could be at the heart of workplace
dysfunctions (DuBrin, 2012).
The terms 'client' and 'coachee' are used
interchangeably to refer to the person being
coached. The terms 'executive' and 'leader' are
also used interchangeably to refer to a person
appointed to a position of power and influence
across all types of organizations, whether
private, public, academic, political, or
governmental.
Coaching executives for remedial purposes
presents challenges because of their seniority,
broad experience, political awareness and their
ability to mobilize support in their defense
should they come under unwanted pressure
or challenge. Such factors add to the inherent
complexity of the coaching relationship.
Resistance to remedial coaching can be expected
whether that coaching is provided by a more
senior executive colleague, a specialist member
of the HR team, an external executive coach,
or a senior corporate mentor within the
organization at large.