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50 TOP EXECUTIVE COACHES
5.
Have the coaching clients respond to key stakeholders. The person
being reviewed should talk with each key stakeholder and collect addi-
tional “feedforward ” suggestions on how to improve on the key areas
targeted for improvement. In responding, the person being coached
should keep the conversation positive, simple, and focused. When mis-
takes have been made in the past, it is generally a good idea to apolo-
gize and ask for help in changing the future. I suggest that my clients
listen to stakeholder suggestions and not judge the suggestions.
6. Review what has been learned with clients and help them develop an
action plan. As was stated earlier, my clients have to agree to the basic
steps in our process. On the other hand, outside of the basic steps,
everything that I give my clients is a suggestion. I just ask them to lis-
ten to my ideas in the same way they are listening to the ideas from
their key stakeholders. I then ask them to come back with a plan of
what they want to do. These plans need to come from them, not me.
After reviewing their plans, I almost always encourage them to live up
to their own commitments. I am much more of a facilitator than a
judge. I usually just help my clients do what they know is the right
thing to do.
7.
Develop an ongoing follow-up process. Ongoing follow-up should be
very efficient and focused. Questions like “Based upon my behavior last
month, what ideas do you have for me next month?” can keep a focus on
the future. Within six months, conduct a two-to-six item minisurvey
with key stakeholders. They should be asked whether the person has be-
come more or less effective in the areas targeted for improvement.
8. Review results and start again. If the person being coached has taken
the process seriously, stakeholders almost invariably report improve-
ment. Build on that success by repeating the process for the next 12 to
18 months. This type of follow-up will assure continued progress on ini-
tial goals and uncover additional areas for improvement. Stakeholders
will appreciate the follow-up. People do not mind filling out a focused,
two-to-six-item questionnaire if they see positive results. The person
being coached will benefit from ongoing, targeted steps to improve
performance.
The Value of Behavioral Coaching for Executives
Although behavioral coaching is only one branch in the coaching field, it is
the most widely used type of coaching. Most requests for coaching involve
behavioral change. While this process can be very meaningful and valuable
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