7
Coaches who work at lower levels in the organization may be seen as doing a
good job of providing life coaching,
strategic coaching, behavioral coaching,
and organization coaching at the same time. An experienced coach (with a broad
background) may be able to help a first-line manager better solve a wide range
of problems and do a good job as a generalist.
Top executives want to deal with serious experts. This is true from the
micro level to the macro level. If top executives are dealing with a microlevel
behavioral issue that is alienating top talent, and potentially costing the
company millions of dollars, they want the best. If they are dealing with a
long-term strategic decision that will impact the company ’s future, they want
the best. Every coach listed in this book is a true expert at something. Some are
legitimate experts at two or three things. None claims to be an expert at
everything.
Who Is a Coach and Who Is a Consultant?
For the purposes of this book, our coaches
are world-class advisors who
help individuals, teams, and /or corporations increase their leadership effec-
tiveness. We make no claim that we have the ideal definition of
coach.
This
is merely the operational definition we have chosen. Almost all of these ad-
visors could be called both coaches and consultants. We (the editors) have
chosen to focus on the portion of their work that they describe as coaching.
Selecting Both Thought Leaders and Practitioners
One of the great challenges that we face in Linkage conferences and sum-
mits is simultaneously providing speakers who are seen as the world ’s great-
est thought leaders, yet consistently introducing our customers to new and
different people. We faced the same challenge in this book. How could we
share the thoughts of the best-known people in each of the five categories of
coaching, yet still publish the thoughts of professionals who may not be as
well known, but are doing excellent work. To solve this problem, we decided
 |
 |
 |