######### The FCG Executive Coaching Guide

Steps for a

Successful Coaching Partnership

![](media/image1.jpeg){width="6.5in" height="2.3569444444444443in"}March
2002

**Table of Contents**

# 

**Why a Guide? [1](#why-a-guide)**

What is Coaching? [2](#what-is-coaching)

Why external Coaches? [2](#why-external-coaches)

Is Coaching right for me? [3](#is-coaching-right-for-me)

How do I select a Coach? [5](#how-do-i-select-a-coach)

What can I expect? [7](#what-can-i-expect)

What benefits can I expect? [7](#what-benefits-can-i-expect)

What will it be like to work with a Coach?
[7](#what-will-it-be-like-to-work-with-a-coach)

How can I maximize my Coaching experience?
[8](#how-can-i-maximize-my-coaching-experience)

What Is a Coaching Partnership? [8](#what-is-a-coaching-partnership)

What is the Coach\'s role? [10](#what-is-the-coachs-role)

How do I know I can trust the Coach?
[11](#how-do-i-know-i-can-trust-the-coach)

What must I do? [11](#what-must-i-do)

Is there life after Coaching? [13](#is-there-life-after-coaching)

References [14](#references)

FCG Coaching Services [14](#fcg-coaching-services)

## 

# Why a Guide?

Executive coaching, as an emerging practice for leadership development
in organizations, has grown over the past few years. Increasing numbers
of consultants are practicing as coaches, and more and more
organizations are requesting their services. Coaches are sought out for
a variety of issues, ranging from remedial situations where individual
or organizational issues are impacting an executive\'s performance, to
purely developmental situations where a high-potential individual is
being groomed for a significant increase in responsibility.

The purpose of this guide is to assist you in two significant ways:

1\. Selecting a professional coach who can most effectively work with
you in improving your performance and that of your organization, and

2\. Maximizing your coaching experience so that you achieve successful
measurable outcomes.

This guide is a compilation and adaptation from various publications on
executive coaching, which are listed in the References section.

For ease of reading, we use \"he\" and \"she, \"her\" and \"him,\"
interchangeably throughout this document.

For additional information or questions about this publication, please
contact Ray Biegun or Lee Salmon, Federal Consulting Group (FCG), (202)
906-6068.

The FCG Coaching program provides a cadre of highly qualified executive
coaches to support Federal executives and managers as they face immense
leadership challenges created by continuous change. For more information
on the Federal Consulting Group, see the References page at the end of
this guide and please visit our web site at www.FCG.gov or www.FQCG.gov

# What is Coaching?

> *\"Our chief want in life is somebody who will make us do what we
> can.\"\
> \-- Ralph Waldo Emerson*

There are four commonly used tools for improving human performance:
Coaching, Consulting, Training, and Therapy; and there are important
differences between them.

Just as it is important to know when to hire a consultant (a subject
expert who knows *what should be done* based on a series of
assessments), a trainer (someone who focuses on skill and knowledge
transfer - the *how*), and a therapist (someone who supports resolution
of emotional, intrapersonal, and interpersonal issues - the *why*), it
is equally important to know the *when* and *why* for using a coach.

Coaches can support leaders in:

-   Personal transformation;

-   Developing future leaders for their organization;

-   Leading change to create high performing, results driven
    organizations;

-   Learning how to be coaches to their employees;

-   Creating organizational cultures that value learning, coaching and
    continuous improvement.

The coaching act itself is often an excellent tool for uncovering
problems or needs at their root. Coaching helps clients figure out what
they want, what they are committed to, and how much change they are
willing to make in themselves and in their organizations. This knowledge
helps them use other disciplines more appropriately, especially during
times of turbulent and discontinuous change.

## Why external Coaches?

> *\"When two men in a business always agree, one of them is
> unnecessary.\"*

This guide focuses on the use of coaches from outside the organization
and we refer to these coaches as external coaches. Key elements of these
external coaches are:

-   The level of confidentiality between the external coach and the
    client is very high;

-   The external coach and client relationship is highly voluntary - the
    client has to want coaching as one of a number of tools used to
    create success;

-   The supervisor\'s involvement is minimal and indirect;

-   The coaching by an external often focuses on introspective issues
    and needs of the client, which gets manifested in observable
    behavior;

-   The amount of external judgment coming from the external coach is
    minimal to none because most coaches withhold judgment and ask
    clients to make discoveries and assessments themselves.

Why would organizations want to hire external coaches?

-   Improve the existing culture of the organization;

-   Increase the leader\'s ability to leverage his or her time and
    resources;

-   Improve the interpersonal skills of the leader;

-   Foster discussion of new ideas;

-   Gain an outsider\'s objective perspective;

-   Clarify, expand, and articulate the leader\'s vision;

-   Provide a safe and secure outlet for the leader to vent;

-   Point out what the leader cannot, will not, or does not see;

-   Find a better way to reduce stress, increase effectiveness, and
    still have a great life;

-   Help leaders see, feel, sense, measure, and process more data
    without taxing themselves.

Coaches assist leaders to effectively utilize their Professional
(technical), Management, and Leadership competencies and stay aligned
with their personal and organizational visions, missions, and values.

## Is Coaching right for me? 

> *\"Man\'s mind, once stretched by a new idea, never regains its
> original dimensions.\" \-- Oliver Wendell Holmes*

Coaching may be right for you if you are ready to declare the following:

-   I am ready to make a commitment of time, money, and energy in my own
    development.

-   I am interested in coaching because I want to improve, not because
    someone else (my boss, my spouse, my colleague) wants me to change.

-   I am capable of participating in rigorously honest self-appraisal.

-   I am humble enough to realize I\'m not perfect and that another
    person can assist me to become more effective.

-   I am willing and able to devote the necessary time and effort to
    work with a coach over a period of several months.

-   I am capable of trusting another person enough to talk candidly
    about my weaknesses and mistakes.

-   I am confident that I have the ability to change my behavior.

**Note**: We have not included mentoring as a commonly used tool.
Mentoring is considered to be a very specialized apprentice/master
relationship and rarely involves someone from outside the organization.

# How do I select a Coach?

> *\"Luck is what happens when preparation meets opportunity.\"\
> \-- Elmer Letterman*

Selecting the right coach is a subjective decision by the executive. The
level of motivation in the executive is a major factor in a successful
coaching experience. It is important that the executive:

-   Indicate a desire for coaching,

-   Articulate desired professional and personal outcomes, and

-   Have the support of the executive's supervisor

In addition, each coach interviewed must also determine whether or not
there is a good fit with the executive. The relationship must be a
collaborative partnership.

The FCG only refers highly qualified coaches. The following are items to
consider when interviewing and selecting a coach in order to determine
if there is a good \"fit.\" Before sending coach referrals for your
consideration, an FCG Executive Consultant will try to assess some of
these items by having an interview with you, the executive.

-   The coach's typical clients and developmental issues - Has the coach
    worked with situations similar to mine?

-   General technique or approach to coaching - Am I willing to work
    within these techniques or approaches? Do I prefer to work
    face-to-face, by phone, or Email? How flexible am I on the
    \"meeting\" format?

-   Experience coaching Federal managers - Has the coach worked with
    Federal managers so that he/she is familiar with the dynamics unique
    to Federal organizations or my organization in particular?

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-   Business/organizational knowledge - Does the coach understand the
    business/organizational issues related to my situation?

-   Values -- sensitivity to confidentiality, ethics, and freedom from
    gender and culture bias - Am I comfortable that the coach can work
    for my best interest?

-   Interpersonal skills -- listening, straightforwardness, rapport,
    trust, warmth, compassion, humor - Is the coach someone I can trust?
    Does the coach listen to understand?

-   Assessment skills and awareness of instruments applicable to your
    situation - What other information will the coach use to assist me?

-   Flexibility and ability to work effectively with a broad range of
    executives - My issues involve relationships with other executives;
    can the coach work with me effectively, and help me understand how
    to work effectively with them?

-   Ability to plan, conceptualize, implement and manage a coaching
    relationship over time - How will the coach keep me accountable for
    results and assure that I keep making progress?

-   Demonstrated knowledge of learning theories and the dynamics of
    change - Does the coach understand the personality and temperament
    issues related to my situation or organization?

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-   Credibility and authenticity - Can I trust this coach to be honest
    with me?

-   Political Savvy - Is the coach savvy enough to understand the
    politics of my situation?

Not all the above will be revealed through words during an interview
with the coach. Some are part of the \"chemistry\" that we may or may
not feel when we meet the coach, and it may take at least one coaching
session to decide.

# What can I expect?

> *\"Chance favors the prepared mind.\" \-- Louis Pasteur*

Most executives want to know:

1\. What benefits can I expect, and

2\. What will it be like to work with a coach?

## What benefits can I expect?

As an emerging practice, there is a limited amount of quantitative data
available on the benefits of coaching. A recent Manchester Consulting
Research report revealed the following benefits and improvements for
executives who received coaching:

-   Working relationships with direct reports (reported by 77% of
    executives)

-   Working relationships with immediate supervisors (71%)

-   Teamwork (67%)

-   Working relationships with peers (63%)

-   Job satisfaction (61%)

-   Conflict reduction (52%)

-   Organizational commitment (44%)

-   Working relationships with clients (37%)

The benefits you derive will depend upon your coaching goals. Setting
coaching goals and measuring progress on a recurring basis will allow
you to acknowledge that changes and benefits are occurring.

## What will it be like to work with a Coach? 

Each coaching relationship is unique and depends upon what the issues
are, and your willingness to work with these issues in new and sometimes
challenging ways. A coaching relationship is a collaborative
partnership, and the next section will focus on maximizing the benefits
of that partnership.

# How can I maximize my Coaching experience?

> *\"Personally, I\'m always ready to learn, although I do not always
> like being taught.\" \-- Winston Churchill*

Executive coaching is a collaborative partnership between an executive,
his/her organization, and an executive coach. It is not something that
is \"done\" to you, nor does someone show you every step of the way.
Coaching is a learning and discovery process to assist you in moving
forward in new ways that will work for you. From a business perspective,
the purpose of this partnership is twofold:

-   Facilitate both the executive's and the organization's learning, and

-   Achieve identified business results.

## What Is a Coaching Partnership?

> *\
> \"Success is a journey, not a destination.\" \-- Ben Sweetland*

We see at least eight key elements of an effective coaching partnership.

1.  A successful coaching partnership is composed primarily of
    one-on-one interactions between a professional coach and an
    executive and is supported, as needed, by others.

2\. It is based on agreed-upon ground rules, time frames, and specific
goals and measures of success.

3\. The coaching partnership uses tailored goals and approaches,
including:

-   Skill building

-   Performance improvement

-   Development for future assignments

-   Exploration, definition, and implementation of the executive's
    leadership and the organization's business objectives.

4\. It follows a process that includes:

-   Pre-coaching needs assessment, analysis and planning -

    Consulting with your stakeholders to determine if executive coaching
    is right for you, establishing the appropriate goals, and selecting
    the best coach - All of which ensure the best possible experience
    and outcomes for the executive and the organization

-   Contracting -

    Ensure productive outcomes, clarify roles, prevent
    misunderstandings, establish learning goals, and define business and
    interpersonal practices by establishing a learning contract (the
    outcome related aspects including purpose and objectives,
    milestones, measures of success, identification and roles of
    stakeholders, clearly articulated guidelines and rules of
    engagement, confidentiality agreements including records management)
    and a personal contract (the operational/personal aspects of the
    relationship with the coach) for your coaching

-   Data gathering -

    actively seeking assessments and feedback

-   Goal setting -

    honestly setting realistic priorities to support your own perceived
    needs and the perceptions of others about you

-   \"Coaching\" -

    the ongoing dialogues with the coach and being open to learning and
    acting upon new ideas in support of yourself and the organization

-   Measuring and reporting results

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-   Transitioning to long-term development -

    effectively planning for your future learning and development
    including resources to support you.

5\. It applies several of the following practices, among others:

-   Problem solving and planning

-   Rehearsal and on-the-job practice

-   Feedback

-   Dialogue

-   Clarification of roles, assumptions, and priorities

-   Teaching and applying a variety of management and leadership tools

-   Referral to other developmental resources.

6\. It focuses on leveraging the executive's strengths and building the
key competencies needed to achieve strategic objectives.

7\. The partnership involves key stakeholders in the coaching process
(called "other partners"), including:

-   The executive's supervisor

-   Human Resources staff

-   Peers

-   Direct reports

-   Other key people in the executive's life.

8\. A successful coaching partnership is guided by clear personal values
and experiences that establish the credibility of the coaching process
and maintain the welfare of the executive and his/her coworkers.

For the coaching outcome to be of the greatest benefit for the
organization as a whole, all stakeholders must see themselves as
partners in the coaching process.

## What is the Coach\'s role?

> *\"When you hire people who are smarter than you are, you prove you
> are smarter than they are.\" \-- R.H. Grant*

Executive coaching requires the use of highly skilled and experienced
professional coaches. These coaches maintain high standards of
competence and exercise careful judgment in determining how best to
serve their clients' needs, choosing the most appropriate methods from
their range of expertise.

We believe that a coach's competence is not determined by any arbitrary
academic or certification requirements. They have strong knowledge,
experience, and expertise in a variety of essential areas: business
management; interpersonal communication; the behavioral sciences and
behavior change; organizational behavior; organizational systems and
development; leadership development; adult learning; individual, team,
and organizational assessment; career development; team building and
development; and applied psychology. A qualified coach for a specific
assignment must also have the relevant knowledge, experience, and
demonstrated competencies to facilitate change at the individual, team,
and organizational systems levels of a particular organization.

Executive coaches recognize the limitations of their expertise and
provide only those services for which they are qualified by education,
training, or experience. They constantly strive to increase their
competence through client interactions, continuing their education and
staying up to date with best practices in coaching. The executive
coaches referred by the FCG are committed to participation in an FCG
sponsored community of practice that provides opportunities for mutual
learning and sharing of best practices.

## How do I know I can trust the Coach?

> *\"Learning is a willingness to let one\'s ability and attitude change
> in response to new ideas, information, and experiences.\" \-- Peter
> Vaill*

Upon beginning executive coaching, the executive is placing significant
trust in the coach and the organization. She is allowing herself to be
vulnerable and open. To ensure that she remains receptive to feedback,
new ideas, and learning, the organization, coach, and other stakeholders
must establish and maintain a psychologically safe and respectful
environment.

The relationship between the executive and his coach is sensitive and
often private. To maintain this relationship, all stakeholders must be
clear in their presentation of issues, organizational information,
coaching goals, coaching activities, and ground rules for
confidentiality. All partners must adhere to clearly articulated
guidelines and rules of engagement. Breaches of trust or actions that
run counter to agreements and guidelines are extremely serious,
especially if the executive suffers negative consequences such as a loss
of reputation, income, or relationships. All parties must therefore
function at the highest levels of integrity and candor when involved in
executive coaching activities.

There is no recipe for the perfect coaching experience. Along the way,
unpredictable challenges, conflicts, and opportunities arise. Whether
these situations help or hinder the executive's development depends upon
the judgment the stakeholders exercise in an ever-changing work
environment.

## What must I do?

> *\"The significant problems we face cannot be resolved at the same
> level of thinking we were at when we created them.\" \-- Albert
> Einstein*

The quality of the coaching relationship is a key element of success.
The coach creates a safe environment in which the executive can feel
comfortable taking the risks necessary to learn and develop. Drawing
from a broad knowledge base and a solid repertoire of learning tools,
the coach offers guidance and activities that help the executive meet
his learning goals. Conversations explore the executive's current work
situation to find practical, business-focused "learning lab"
opportunities.

The practical activity of coaching is based on principles of adult
learning: awareness, action, and reflection. Using data gathered from
the assessment phase of the process, the coach engages the executive in
discussion and activities designed to:

-   Enhance self-awareness of the implications of typical behaviors

-   Learn skills, build competencies, change behaviors, and achieve
    results

-   Reflect on ways to improve and refine skills and behaviors.

Learning tools and activities may include, but are not limited to,
purposeful conversation, rehearsal and role-plays, videotaping,
supportive confrontation and inquiry, relevant reading, work analysis
and planning, and strategic planning.

After the assessment is complete and goals are established, additional
forms of coaching or development besides executive coaching may be
required as part of the executive's learning. These types of coaching
and development activities include, among others, career coaching,
management development training, personal coaching, presentation skills
training, coaching on dressing for success, organizational development
consultation, process reengineering, and video coaching. When the coach
has expertise in these areas and they fall within the scope of the
learning contract, the coach may provide the assistance directly. If the
coach is not qualified, or the additional coaching is beyond the scope
of the learning contract, other arrangements may be made. The coach may
make appropriate referrals or work with other members of the
organization to obtain the additional help.

As an executive being coached, the following are commitments that you
will need to make in order to maximize your coaching experience:

-   Assume ownership of your learning. Use your coach as a consultant to
    help you maximize your unique learning style.

-   Be forthright about what is and isn't working in coaching sessions.

-   Engage wholeheartedly in the agreed-upon coaching assignments.

-   Take required actions for learning, and reflect on those actions.

-   Maintain an open attitude toward experimenting with new perspectives
    and behaviors.

-   Willingly be vulnerable and take risks.

-   Focus on your own growth within the context of your current and
    future organizational role.

-   Transfer learning gained through coaching to your day-to-day work.

-   Exchange feedback with your coach about the helpfulness of the
    coaching.

-   Seek feedback from others in the organization about the results of
    your coaching.

# Is there life after Coaching?

> *\"Over the long run, superior performance depends on superior
> learning.\"\
> \-- Peter Senge*

A successful executive coaching process serves as a catalyst for the
executive\'s long-term development. The length of the coaching process
and future plans for development vary from individual to individual, and
must take into consideration the current and future needs of the
individual and the organization. An FCG coach can provide you with
further information based upon other executives\' experiences. Please
call (202) 906-6068 and request to speak with one of our coaches.

# References

***The Executive Coaching Handbook*** (2001) The Executive Coaching
Forum

***Federal Consulting Group Associate Coach Program*** (2001) The
Federal Consulting Group

Gibson, R. (1998) ***Selecting a Coach***, American Society for Training
& Development

***LC@ED - Your Key to Management Excellence*** (2001) Department of
Education\'s Executive Institute

Miller, K., & Hart, W. (2001) ***Choosing an Executive Coach***, Center
for Creative Leadership

Witherspoon, R., & White, R. (1997) ***Four Essential Ways that Coaching
Can Help Executives***, Center for Creative Leadership

## FCG Coaching Services

The Federal Consulting Group (FCG) is a franchise in the Department of
Treasury and has provided consulting services on best practices in
management to Federal executives and managers throughout the Federal
government. As the successor organization to the Federal Quality
Institute, FCG and its cadre of Executive Consultants has a proven track
record of working with Federal agencies for 13 years. FCG is committed
to improving the quality of government service and assisting government
leaders in creating high performing organizations.

The FCG Coaching program provides a cadre of highly qualified executive
coaches to support Federal executives and managers as they face immense
leadership challenges created by continuous change. Our vision is
two-fold: First, it is to develop future leaders with authenticity to
lead people and change effectively. We desire to transform government
agencies so that Federal employees are empowered to make their best
contributions and the public receives outstanding customer service.
Second, our vision includes the creation of a community of practice
where our coaches come together, learn from each other and stimulate one
another to reach new levels of competency and success. This community of
practice will fuel the coaches\' transformation work and the
accomplishment of real business results.

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