The coaching conversation must be informed by (1) the emerging economic environment; (2) tomorrow’s customer’s needs; and (3) the business strategy. Within that future-oriented mindset, regardless of level, 7 coaching disciplines are common.
Insights from “Coaching the CEO”
by John O. Burdett, © Orxestra® Inc.
It’s about framing the conversation such that the coachee finds their own way (power to).
The coach must work from the belief that the agreed outcome will, could or should happen.
New behaviour emerges only when the coachee changes the conversation they are having with themself. Ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
Tough questions, candour and the capability to talk to power become the tools of the trade. Silence is invariably the best question of all.
Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility. As an example, if the coachee’s role involves significant international experience, a coach without that experience is a poor fit.