Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
June 17, 11:30 AM - 12:30 PM U.S./ET (GMT-4)
Larry Bonfante, CIO of the U.S. Tennis Association, will discuss the skills and approaches that your rising IT leaders must learn to be effective in an executive capacity.
How to Handle Your New CEO: Managing Turnover at the Top
June 18, 11:00 AM - 12:00 PM U.S./Eastern (GMT-4)
Turbulent times have increased turnover at the top. Find out what Council CIOs have done to "break in" new CEOs—build relationships, set expectations, educate on the role of IT.
Mid-Market CIO Panel: Tips and Techniques for Improving Vendor Relationships
July 15, 4:00 PM - 5:00 PM U.S./Eastern (GMT-4)
We'll highlight relationship priorities and best practices identified in a Council study, and we'll interact with a CIO panel on the approaches they've used to improve strategic vendor partnerships.
Executive Competencies Assessment Tool
Assess Your Business Leadership Skills with the Council's new benchmarking tool. Rate yourself in change leadership, strategy, customer focus and more.
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August 01, 2005 — CIO —
While most people have heard of executive coaching, few have personal experience working with a coach. Here’s my view of the profession and process from seven years of working as an executive coach.
Truth be told, I was asked to be a coach before I knew what one was. Fortunately my ignorance wasn’t career-limiting, because no one else knew either. Over the past 15 years or so, executive coaching has emerged as a practice and is making a real difference in the lives, careers and businesses of many.
There are plenty of references that describe the various types of executive coaching, the benefits, and the ideal approach to selecting and working with a coach (for example, "The Wild West of Executive Coaching," Harvard Business Review). But I find that the literature falls short when it comes to disclosing the caveat emptor realities of executive coaching. If you are thinking about investing in executive coaching services, keep the following in mind.
Coaching is optional. You cannot force someone to participate in coaching. I have a client who wants me to work with one of his direct reports, but that person is not interested. In fact, the only thing the direct report is interested in developing is his golf game. While it might be possible for me to sell him on the benefits of coaching, it is ethically important that I pull back: A coach can’t change someone who is not interested in changing himself.
Coaching relationships are long-term. Once someone clicks with a coach, she is likely to stay with that coach, in some capacity or another, over the long haul. The initial relationship will be the most intense. With the foundation built, subsequent interventions will be targeted and efficient. Just as with a well-loved doctor or mentor, it doesn’t make sense to discontinue a relationship that continues to be useful. Senior managers who benefit from coaching and have their own budgets will find some way to pay for it, even if it’s not within company policy.
Coaches work for the client. My client’s interests trump those of his supervisor or company—regardless of who is paying the bill. Managers have input on the expected outcomes, but they cannot control the process or determine how their subordinates define success. I have a client who wants to start his own business in five years, and his motivation to change is driven by this objective. As a coach, I must respect this objective and help him move toward his goal.