E
xecutive coaching is a precision tool for optimizing the abilities of lead-
ers. Most often, coaching focuses on the leader ’s individual effective-
ness. In other cases, the coaching aims more at the leader ’s effectiveness
within a team environment or at his or her capacity to drive organizational
change. Regardless of where coaching aims on the leadership spectrum, the
executive coach works in close, trusted partnership with the leader. The
coach applies experience, know-how, and insight to key areas, and
judiciously pushes the client beyond his or her comfort zone to reach levels of
performance greater than the client would have achieved alone—all within an
accelerated time frame.
If that sounds like a tall order, it should. Top executive coaches are well
paid. The organization that hires a coach makes a significant financial in-
vestment, not to mention an investment of resources, energy, and focus.
Coachees are almost always key individuals whose performance levels
greatly affect the performance of others. The coach who works with that
leader must be able to help him or her achieve superior results within
the organization’s business goals. Otherwise, the organization has wasted
its money.
Despite this imperative, the coach selection process does not always re-
ceive the attention it deserves. In part, this results from lack of clarity about
what coaching should accomplish and how it should accomplish it. Although
a powerful idea, as its definition broadens to accommodate new approaches
and demands, coaching is threatening to become a watered-down term. Is
coaching limited to achieving business objectives and higher levels of per-
formance, or does it also extend to personal satisfaction and achievement? Is
coaching just for individual performance, or can it drive team and organiza-
tional performance as well? Is coaching dedicated to specific objectives
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