Coaching for strategy, because it is more organizationally focused, can cover
a broad range of challenges. Primarily, it is focused on coaching a leader or
leadership team to understand
its emerging competitive landscape, in order
to dominate that future space, five to seven years down the road. Hardcore
analysis, development and deployment of strategy, and implementation of or-
ganizational change are all aspects of strategy coaching.
As a result, the
coach must be able to guide the leader through the important stages of the
journey. This means that coaching for personal effectiveness, leadership be-
haviors, team building, and organizational change can all be important to the
engagement.
When deciding whether to select a coach, it can be helpful to think in
terms of these five categories. It is common sense that one should understand the
imperative for coaching before determining how to fill that need. Nevertheless, a
framework for
considering available options can create greater clarity and
define expectations for all involved.
Part II: The Mechanics of Selection
Who Should Make the Coach Selection Decision?
To establish the foundation for a successful coaching engagement, the
ground rules and objectives must be clear. When it comes to who should make
the coach selection decision, the issues can be broken down into three areas
of concern.
Who Is Paying for the Coach and Why?
Nearly 100 percent of the time, the organization is paying for the coach. If
so, the organization must own the coach selection process. In other words,
the organization is hiring a coach because it needs the coachee to improve
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