Pub. 11 2016-2017 Issue 1

www.nebankers.org 18 Extraordinary Service for Extraordinary Members. COACH’S CORNER I T IS TIME TO DIG INTO THE WEEDS, SO TO SPEAK, REGARDING executive coaching, to see how it works in different situ- ations. To do this, we will look at two different real-life coaching examples (names have been changed) and three coaching approaches, which are: 1. Episodic coaching, or just-in-time coaching, 2. Process, or longer-term, coaching, and 3. A combination of episodic and process coaching. Episodic Coaching Bill had great potential and a proven track record, so he was elevated to a new positon and givenmore responsibility— and he was struggling. When I met Bill, his most immediate need was to meet a deadline with a new team, and he needed to do it while juggling multiple added responsibilities. As a result, Bill was deadlocked—frozen in place, unable to make good, clear decisions. I didn’t have much time to create a relationship with Bill. Rather, we both decided to begin with full trust and move forward to untangle the web of work Bill had been awarded. He identified his immediate challenge, and we worked to bring it to a successful conclusion. Process, or Long-Term Coaching After Bill had met his immediate challenge, Bill decided to enter into a year-long coaching assignment. Bill fully explained his challenge and I asked him to identify his fu- ture—where did he want to be in his leadership/management growth in one year? In two or five years? And what did he need to do now to get where he wanted to be? We then looked at his work from a more immediate perspective, and I encouraged discovery and questioned his actions, directions, and involvement. He had an opportunity to see his work from an objective point of view—from the coach’s view point. As an external coach, my role was not to be unwavering in my support of Bill. Instead, I used radical candor to help himunderstand his current barriers to achiev- ing success as well as leveraging his strengths. As a result of our candid interactions, Bill began to untangle the web of work he faced. In addition, he was able to better understand his personality style and the styles of his team. He asked questions. He read industry periodicals. He learned what it meant to be emotionally intelligent, and he was better able to put himself into the shoes of those with whom he worked and for whom he was responsible. Process coaching not only addressed his immediate con- cerns, but also helped him to become the leader his colleagues knew he could become. His direction was more focused, and he worked with his internal mentor, communicated with his team, and eventually created a working force to meet the changing demands of his business. Combination of Episodic & Process Coaching About two years ago, Jillian came to coaching because she had just received a promotion and her sponsor (i.e., boss) wanted her to have everything she needed to ensure Taking a Closer Look: When Should You Look Into Executive Coaching? Paula Pace & Danielle Crough