Coaching for Leadership E-Book

Marshall Goldsmith

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 582

Veröffentlichungsjahr: 2012

Beschreibung

THE THIRD EDITION of the classic book Coaching for Leadership is written for today's coaches who are challenged with the task of combining concepts from various disciplines in order to help their clients, especially high-potential leaders, learn and succeed. In this sense, coaches have to become discriminating eclectics, developing a keen sense of judgment to select which ideas are best woven into their coaching method and which concepts are best to ignore. Coaching for Leadership is intended to be a cherished companion in that learning journey presented by the world's greatest coaches, including: Marshall Goldsmith, Paul Hersey, Beverly Kaye, Dave Ulrich, and many more. This comprehensive resource offers a wealth of material for established and novice coaches including proven coaching techniques, key principles, and important learning points. The book offers a concise overview of the foundations of coaching and reveals * What it takes to coach for engagement and retention * Why mentoring is circular * How to build a team without wasting time * What it means to be a purposeful leader * How to write like a leader * The right stuff of leadership * What is needed to lead across national boundaries * How to coach high potential women * Why coaching is empowerment * How to influence decision makers * Why you should double your value * The ten suggestions for successful peer coaching * The coaching tools for the leadership journey * How to coach executives for succession Coaching for Leadership is a proven resource that offers best practices, sample scenarios, case studies, and practical tools.

Leseprobe

TABLE OF CONTENTS

Foreword

Dedication

Preface to the Third Edition

Preface to the Second Edition

Preface to the First Edition

Acknowledgments

About the Editors

Part I: Foundations of Coaching

Chapter 1: Coaching for Behavioral Change

Our “Pay for Results” Executive Coaching Process

Qualifying the Coaching Client

Involving Key Stakeholders

Steps in the Leadership Coaching Process

The Value of Behavioral Coaching for Executives

Chapter 2: Coaching at the Heart of Strategy

Observing the Coaching Scene

The Learning Executive

Striving for Success

Coaching in Practice

External and Internal Agents

A Blueprint for Success

Chapter 3: Situational Leadership and Executive Coaching

Situational Leadership

The Executive Coaching Guide

Performance Gap and Cause Analysis

Leading with Questions

Summary

Chapter 4: Coaching and Consultation Revisited: Are They the Same?

Who Initiates the Coaching Relationship?

Who Is Being Coached?

In What Role Is the Client Being Coached?

What Is the Actual Goal of the Coaching?

Conclusion

Chapter 5: Demystifying the Coaching Mystique

What Can I Expect from My Coaching Experience?

To Whom Can I Turn for My Coaching?

Conclusion

Part II: Portrait of A Leader

Chapter 6: The Accomplished Leader

A Clear Focus on Coaching

Requisite Variety

Thinking Like a Theorist

Learning by Theory

Susan’s Story

Systems Change Agent

Theoretical Foundations

Acting Like a Researcher

The Hybrid Coach

Chapter 7: Writing for Leadership: Penning Your Leadership Voice

Where Do I Start?

Music to Their Ears or Scratching Nails Across a Chalkboard?

Conclusion

Chapter 8: Seeking Value in a Shattered World of Work

Generation Why

Talking About My Generation

Chapter 9: The Right Stuff of Leadership

Why Presence Matters

Coaching for Leadership Presence

How Leaders Can Practice Implementing Leadership Presence

Perception of Presence

A Note on Gender

Presence to Purpose

Creating “Followership”

Things to Do to Develop Your Presence

Chapter 10: The Purposeful Leader: A Purpose Checkup

Meaning Matters

“What Gets You up in the Morning?”

The Ultimate Test for Leadership: Success with Fulfillment

Chapter 11: When Leaders Are Coaches

Set Clear Standards

Expect the Best

Set the Example

It’s About Caring

Part III: Challenges and Forces of Change

Chapter 12: Awareness Coaching for Men and Women

Coaching Women

Coaching Men

Chapter 13: Coaching to Empower

Coaching in the Sports Arena

Coaching in the Diversity Arena

The Viability of Empowerment Coaching

Initial Steps

Chapter 14: Leading Across National Boundaries

Chapter 15: Coaching for Governance

The Stormy Seas of Business Leadership

Tough at the Top

The Governance Context

Coaching for Governance

Identifying Need

Identifying Providers

Chapter 16: Leadership Insight: Going Beyond the Dehydrated Language of Management

A Leadership of Possibility

Leadership Insight: Seeking Wisdom Through Reflection

Aspiring to Leadership That Matters

Reflection: Coming Back to Your Unique Perspective

Sources of Wisdom

Painting Leadership: Going Beyond the Dehydrated Language of Management

Still Life: An Invitation to Reflect

Reality in Translation: Asking the Right Questions

The Fierce Urgency of Now

Part IV: Recognizing and Developing High-Potentials

Chapter 17: Coaching for Engagement and Retention

Chapter 18: Coaching Future Lawyer-Leaders: A Case Study

Elon’s Leadership Development Program

Chapter 19: Team Building Without Time Wasting

Steps in the Process

Why This Process Works

Chapter 20: Leaders Building Leaders: High-Potential Development and Executive Coaching at Microsoft

What Led Microsoft to Make the Change

Microsoft Bench Leaders Building Leaders—The New High-Potential Development Experience

Coaching as a Primary Development Component for Hi-Po Development at Microsoft

Conclusion

Chapter 21: The Care and Feeding of Hi-Po Leaders

The Hi-Po Paradox

Hamlet for Hi-Pos: Its Relevance and Relationship to Situational Leadership®

Meeting Them Where They Are

Chapter 22: Mentoring Is Circular

Part V: Into Action

Chapter 23: Effectively Influencing Decision Makers: Ensuring That Your Knowledge Makes a Difference

Chapter 24: From the FastForward Playbook: Successfully Transition into Bigger Roles

Moving Up: What Matters Most

The Leader’s Journey

Accelerating Success in New Roles: Actions You Can Take

Chapter 25: Strength in Numbers: The Advantage of Being a Top Team

Top Teams Versus High Performance Teams

Developing the High-Potential Leader

Chapter 26: Double Your Value

Chapter 27: Creating Winners in the Career Game: What Every Player and Coach Needs to Know

The Moves That Matter Most

Now the Next Move

Part VI: Coaching Models and Tools

Chapter 28: Coaching Tools for the Leadership Journey

Leadership Is a Journey

The Relationship Mapping Tool

The Leadership Point of View

An Inspirational Leader

Chapter 29: Try FeedForward Instead of Feedback

Eleven Reasons to Try Feed Forward

Chapter 30: Three Types of Hi-Po and the Realise2 4M Model: Coaching at the Intersection of Strengths, Strategy, and Situation

The Hard-Wired Hi-Po

The Hard-Working Hi-Po

The Humble Hi-Po

Helping the Hi-Pos: The Realise2 Strengths Model

Coaching Hi-Pos with the Realise2 4M Model

The 3S-P Model: Performance at the Intersection of Strengths, Strategy, and Situation

Chapter 31: Coaching High-Potential Women: Using the Six Points of Influence Model for Transformational Change

Ascending the Corporate Ladder

The Six Points of Influence Model for Transformational Change

Getting Started with the Six Points of Influence

Case Illustrations of the Six Points Model at Work

Conclusion

A Call to Action

Part VII: Coaching For Leadership—Premium Web Content

Index

Praise for Coaching for Leadership

“Coaching for Leadership explores powerful new ways to motivate your entire organization. Individuals at every level of the company will benefit from the concepts in this book.”

—Ken Blanchard, coauthor of The One Minute Manager® and Leading at a Higher Level

“This is a book by experienced coaches . . . As useful to the experienced coach as it is to the novice, it’s a book worth owning!”

—William Bridges, author, Managing Transitions and Creating You & Co.

“Coaching for Leadership is an exceptional work on a vital subject in today’s business environment that you don’t want to miss.”

—Elmer B. Harris, president and CEO, Alabama Power Company

“This book is the single best collection of first-rate articles on executive coaching. It covers every base from leading change to strategy and should be on the bookshelf of every student and practitioner of leadership and organizational development.”

—Warren Bennis, University Professor and Distinguished Professor of Business, University of Southern California, and author, On Becoming a Leader, and coauthor, Geeks and Geezers

“What a resource! In Coaching for Leadership, the world’s best coaches come together to present an advanced tutorial on the art of coaching. Anyone interested in becoming an executive coach, either as an individual practice or within his or her organization, must immediately buy and read this essential hands-on guide”

—Sally Helgesen, author, The Female Vision: Women’s Real Power at Work, The Female Advantage, and The Web of Inclusion

“This exceptional book is a must read for individuals at all levels of organization. Coaches, HR managers, and executives hoping to become coaches will benefit greatly from the concepts, practices, and techniques brought to light in Coaching for Leadership.”

—Vijay Govindarajan, professor at Tuck School of Business at Dartmouth and best-selling author of The Other Side of Innovation: Solving the Execution Challenge

“This book is very important and valuable for executives who are reaching retirement and moving into another important area of contribution: coaching others to become effective executives. It is no less significant for corporate HR executives who are increasingly called upon to manage coaching interventions on behalf of their companies’ leaders.”

—D. Quinn Mills, professor, Harvard Business School

“Coaching is a critical business skill in today’s fast-changing world. Coaching for Leadership pulls together insightful contributions from several renowned coaches. This book is a must read for leaders and future leaders.”

—Dr. Homa Bahrami, senior lecturer, Haas School of Business, University of California, Berkeley

Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved.

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Library of Congress Cataloging-in-Publication Data

Coaching for leadership: writings on leadership from the world’s greatest coaches / editors, Marshall Goldsmith, Laurence Lyons, Sarah McArthur. —3rd ed.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-94774-6 (hardback)

1. Executives—Training of. 2. Leadership—Study and teaching. 3. Mentoring in business. 4. Business consultants. I. Goldsmith, Marshall. II. Lyons, Laurence. III. McArthur, Sarah.

HD30.4.C63 2012

658.4’07124—dc23 2011052828

Acquiring Editor: Matthew Davis

Director of Development: Kathleen Dolan Davies

Production Editor: Dawn Kilgore

Editor: Donna Weinson

Editorial Assistant: Michael Zelenko

Manufacturing Supervisor: Becky Morgan

FOREWORD

By Dave Ulrich

A Brief Trek Toward the Next Agenda for Coaching

Like many professions, business coaching began in bits and drabs with individuals here and there being and using coaches. In the last twenty years, as use of business coaches has mushroomed, the range of coaching expectations and services has exploded, for both the good and the bad. I believe that most change efforts like coaching go through the flow depicted by a diamond (Figure I.1). At the top, the early adopters, innovators, and experimenters (like Marshall Goldsmith and other authors in this volume) begin with a zealot’s passion and great anticipation. As the field evolves, the widest part of the diamond depicts a host of coaching alternatives ranging from users of coaching who want to join the bandwagon but are not committed to change, to coaches who are passing from one job to another without a serious attempt at coaching rigor, to those want to increase the professionalization of the coaching movement. But, as the field evolves, coaching moves to the bottom part of the diamond, where rigor and clarity begin to emerge around three issues:

FIGURE I.1. EVOLUTION OF THE COACHING MOVEMENT TO A PROFESSION

1. What are the outcomes of coaching?

2. What are the requirements of one being coached?

3. What are the skills of an effective coach?

In this volume, Marshall, Laurence, and Sarah have done a marvelous job sourcing material from thoughtful coaches and observers of coaches about these important questions. With these answers, coaching will move down the diamond to become a more rigorous, relevant, and professional endeavor. Having had the privilege of previewing these outstanding essays, let me synthesize the messages they offer (with some of my flavoring) on these important questions.

What Are the Outcomes of Coaching?

One of my shortest and most memorable coaching experiences was with a high-potential family member on an executive team. I was honored to be invited to coach him as he prepared for his likely succession to run a large family business. When we began our conversation, I asked why he wanted to be coached and what he wanted out of the experience. He seemed surprised by the question and replied in an off-hand manner, something like, “I just need to tell the board that I am being coached by someone reputable so that I can be seen as ready to move into my next leadership role.” When I probed what he wanted in terms of business or personal outcomes, he deferred to me, saying, “You tell me.” It was not a long engagement. He was not ready to be coached and was totally unaware of the outcomes of coaching.

Individuals and companies engage in coaching for a host of reasons that often seem disconnected and disjointed:

These outcomes are well discussed in the chapters throughout this book with great examples and definitions of what coaching can and should accomplish.

As the coaching profession moves forward (down the diamond), it will become increasingly important to create a more rigorous typology of coaching outcomes that are not subject to the whims of the coachee, the coach, or the organization contracting for coaching. Let me offer a possible typology of coaching outcomes based on two dimensions: [1] does the coaching focus primarily on changing behaviors or on delivering results and [2] does the coaching focus more on the individual or the organization? With these two dimensions in mind, the coaching outcomes above might be categorized in Figure I.3. As coaching evolves to more professional standards, having clear outcomes will help the individual being coached know why she or he is engaging in coaching. It will help the coach have clear expectations so that the engagement can be monitored and monetized. It will help the sponsoring organization recognize the value of the coaching investment. This set of essays clearly articulates these potential coaching outcomes.

FIGURE I.2. DISJOINTED COACHING OUTCOMES

FIGURE I.3. A TYPOLOGY OF COACHING OUTCOMES

What Are the Requirements of the One Being Coached?

In the above case of coaching calamity, the individual was not ready to be coached. There are two broad issues relevant to the coachee.

First, who can and should be most open to coaching. This volume offers marvelous examples of when and for whom coaching might be most appropriate, for instance:

Business leaders facing new and unforeseen business challenges who may require new behaviorsLeaders throughout the company who may have a derailer behavior or style that keeps them from accomplishing what they desire (e.g., lack of self-awareness or ability to influence upward)Leaders who have had little exposure to or experiences outside their home organizationProfessionals (e.g., law students) who must have both emotional and social skills as well as technical expertise to succeed in their careerHigh-potential employees who need to refine skills to prepare for future career opportunities

Coaching may be adapted to each of these target groups and offer the outcomes summarized above.

Second, obviously, the individual being coached has to be open to change. Every good coach I know has walked away from an engagement because the commitment of the coachee was not adequate for the change required. This volume lays out “tells” or “signals” to look for in the prepared coachee:

Open to changeWilling to experiment with ideasAble to reflect and acknowledge mistakesWilling to listen to what others say with a sense of inquisitiveness and humilityOpen to learningFocused on the future (feed forward) rather than the past (feedback)Able to adapt a style to the requirements of the situationHas a sense a personal mission and passion

Not all coachees will ever be fully prepared for coaching, but they should be aware that it is more than casual conversation and dialogue; it is serious and hard work to reflect, define behaviors, identify required behavior changes, and sustain those changes. It means a candor and openness that many hard-core and hard-shelled executives don’t want to admit or face.

But, as the joke goes with psychologists (how many psychologists does it take to change a light bulb. . . one, but the light bulb has to want to be changed), so it goes with coaching. Unless and until the coachee is open, receptive, and willing to invest, the experience won’t work well.

We may need for the profession a prescreening test for those who want to contract for coaches so that they recognize the commitment required of them to engage in the effort.

What Are the Skills of a Good Coach?

There are many types of coaches. This volume suggests that leaders, peers, HR professionals, social networks, and external experts can all participate in some form of coaching. Each role may have different coaching outcomes, but there are some common coaching skills that are required for anyone who wants to coach.

I know coaches with all kinds of styles: some are extroverts, others introverts; some are intuitive, others data-driven; some focused on cognitions, others on feelings; some who see the big picture, others who revel in details. Coaching style is not as important as following some guidelines on both the content and process of coaching. Again, the essays in this volume offer wonderful tips and insights as to how to be a more effective coach through both content and process.

Content means that the coach has a point of view about what it means to be an effective leader. This point of view is likely to be tied to the situation of the organization’s business context, strategy, and team and to the gender and background of the individual being coached, but the coach needs to have a mental model about what makes an effective leader. In a clever essay, Sarah McArthur argues that when ideas are put into writing, they become clearer. It may be useful for coaches to craft their views about what makes an effective leader. Once they know their personal views, they may be better able to help the person they coach define their personal leadership point of view.

Process refers to the engagement between the coach and coachee. Again, the collective wisdom of these thought leaders offers some tried, tested, and true suggestions for managing the coaching engagement. Let me summarize some of what is talked about:

Focus on the future, not the past (feedforward)Build a trusting relationship where the coachee knows you care about him or her as a personRecognize, discover, and build on the passion, meaning, and desires of the coacheeListen for understandingAsk probing questions that surface deeper issuesRespect and build on the strengths of the coachee, but do not hesitate to label and run into the weaknessesBe candid without being punishingUse data from many sources (e.g., 360) to help the coachee recognize unintended consequencesFind the right physical setting to coachUse time wisely (not too much or too little)Build sustainability into the coaching engagement by follow up and accountabilityBe very sensitive to unique qualities (e.g., gender, religious orientation, global experience, personal history) of the coachee and be open to talk about these sensitive areas

I was privileged very early in my career to observe Bill Ouchi, an incredible mentor and advisor, coach a senior business leader for two hours. I was able to see him create a professional and personal intimacy where the business leader put down his defenses and was able to hear Bill’s thoughtful and caring counsel. Coaches need to pay attention to the process of coaching and nurturing those they coach, and then consulting, as appropriate, to build the organization infrastructure to sustain the personal changes.

Conclusion

Investments in coaching show few signs of slowing down. Hopefully, it is not another fad in the management heritage of fads. Coaching may shift from a movement to a profession with discipline and rigor around three questions:

1. What are the outcomes of coaching?

2. What are the requirements of one being coached?

3. What are the skills of an effective coach?

This outstanding volume offers thoughtful, innovative, and applicable insights on each of these questions. This is a trek worth pursuing!

Dave Ulrich

We have a duty to pass on our learning . . .

“I am pleased and thankful that in the consulting world I am considered a ‘wise person.’ My commitment is to use that gift to help other practitioners continue to develop their impact on their clients and on the world.”

—Richard Beckhard

This book is dedicated to Dick Beckhard, a wonderful coach, a professional colleague, and a personal friend and mentor to many of the authors of this book. His inspiration reaches further than his companions might ever have expected.

PREFACE TO THE THIRD EDITION

When it was published in 2000, Coaching for Leadership became an instant classic in the field of executive coaching. The second edition in 2006 was aimed at the large number of retiring leaders who saw coaching as a way of passing on their learning. Coming twelve years after the book’s inception, this third edition is aimed squarely at the intended recipients of that legacy—the bright young leaders and coaches of the Hi-Po (High-Potential) Generation of the twenty-first century who hold high expectations of our distressed world.

Leadership coaching has changed dramatically since the last edition. The supply side is now overwhelmed with practitioners from myriad disciplines crowding into the coaching space. Perhaps the most vociferous come with a psychology background, a discipline which itself is undergoing change, gradually shifting its focus from the study of dysfunctional toward a science of success. This nudges psychology even further into the realm of business, the home territory of our book.

Of the many other disciplines laying claim to the sphere of leadership coaching, we consider philosophy to be highly significant. In offering alternative models for the foundations of thought, philosophy offers a platform on which our entire subject may rest. Within philosophy lies the often-neglected topic of ethics, the science of doing good, which surely ought to be a central theme in any teaching of leadership.

Today’s Hi-Po coaches are challenged with the recurring task of weaving threads from several disciplines into a tapestry that is fit for purpose in helping their clients learn and succeed. In this sense, the coach has to become a discriminating eclectic, developing a keen sense of judgment to select which threads are best woven into the fabric and those that it would be better simply to throw away. This book is intended to be a cherished companion in that learning journey.

Today’s younger generation of leaders is comfortable with new ways of working and prefers a different style of learning. This book reflects that change. Building on the strong foundations of earlier editions, we have added new contributors while aiming for a fresh style. Without loss of rigor, the chapters are deliberately short and to the point. Wherever possible we have given preference to a punchy, fast-paced storytelling style.

Two significant additions to this third edition are the The Coaching for Leadership Case Study Workbook: Featuring Dr. Fink’s Leadership Casebook and the premium web content section. Dr. Fink’s Leadership Casebook authored by coeditor Laurence S. Lyons, has been written to help those who want to be successful leaders, business coaches, and agents of change to understand organizational life. This companion workbook is unique in that its lessons are told in narrative form with illustrations, exercises, and highly entertaining stories that, practically without effort on the part of its readers, engrain into them the complex learnings and theories of management and leadership.

With this edition we’ve also included a number of articles in our Premium Web Content section that we find specifically pertinent to people new to the subject of business coaching. Three of these articles are new and can be found only at www.pfeiffer.com/go/GoldsmithCF3 (password: professional). The others were in previous editions of Coaching for Leadership and are foundational articles that we hope will give readers a taste of what executive coaching is all about. And, with that brief introduction to this latest edition of Coaching for Leadership, a description of the sections you’ll find in this book follows.

Structure of the Book

Our subject, Coaching for Leadership, has grown so much since our first book was published. With such a vast and expanding topic, even an experienced coach or leader may find it difficult to know what is important to spend precious time learning about now. We suggest that readers approach our book by picking a contribution that seems interesting or familiar and progress through the book in any order. Ours is an ideal book to use as a resource when looking for an approach, technique, or inspiration about the subject. For those who prefer a more structured approach, we have divided the book into parts, each representing an important aspect of coaching for leadership. These are:

Part I: Foundations of Coaching. Included here are elements that we see as foundational, classic, must-knows for our readers. These articles help make our subject accessible to readers from any background.

Part II: Portrait of a Leader. Here you will find a collection of chapters which illustrate leadership today. Essays about what are and may always have been valued characteristics and talents of high-potential leaders are included.

Part III: Challenges and Forces of Change. It is a given that the world is changing at a rapid, heretofore unseen pace. This collection of essays explores challenges brought about by today’s forces of change and solutions based on the best practices of coaching pioneers.

Part IV: Recognizing and Developing High-Potentials. The hugely important issue for those in leadership and coaching, recognizing and developing high-potentials, is explored in the articles in this section. These authors provide a compendium of case studies and ideas which can make a significant contribution to the achievement of success in this highly critical area.

Part V: Into Action. In this part of the book, we focus on what high-potentials may need to do as they develop into the leaders of tomorrow. This certainly isn’t exhaustive, and we hope to expand this section in subsequent editions of Coaching for Leadership.

Part VI: Coaching Models and Tools. In this part you will find some of the best, tried-and-tested practical approaches to coaching. Contributions in this section explain what works and also what might derail effective coaching.

Part VII: Coaching for Leadership: Premium Web Content. As mentioned previously, essays in this section will be found only on the web, and include articles we recommend for those new to the subject of leadership coaching.

PREFACE TO THE SECOND EDITION

It is happening. Executive coaching is exploding. The hope expressed in the first edition of this book is being accomplished.

The Practice of Leadership Coaching is the name we have given to this second edition of Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. It builds on the success of the original work, acclaimed by many authorities as the definitive text on executive coaching. The original work, written as our subject was dawning, has to date inspired well in excess of twenty thousand English-speaking readers; it has since become available in a further four languages.

When Matthew C. Davis, senior editor at Pfeiffer, commissioned this new work, he most likely expected to receive lightly updated scripts culled to appeal to the important emerging audiences he had identified. We have surpassed this ambition. Readers of the first edition will not be surprised at the approach we have taken in producing this latest work. We remain committed to the research approach. So we went back to our authors and asked how they would like to present their ideas, now that our subject has moved on. Once again, their response was amazing.

The book you now hold is more like a separate volume than a second edition. It expounds a well-accepted leadership practice, not a rapidly emerging bright idea. This book contains fourteen brand-new chapters; another ten chapters have been significantly revised. We include new detailed case studies, which we know are highly valued by our readers. We are deeply grateful to all our authors for sharing our motivation, and to the leading companies who have been so generous in sharing their experiences.

Our audiences are expanding. This indicates an expansion of needs beyond a mere growth in numbers. We hope in this edition to address those emerging needs. We have expanded and updated our book to include two clearly important groups. The first is the rapidly growing number of executives who are reaching retirement and aspire to become executive coaches.

Within the next five years, it is likely that more than 30 percent of U.S. executives will be retiring.* In Canada, where the retirement rate of executives is nearly 40 percent, “executive failure” is estimated at a staggering 50 percent. In this context, the possibility of growing the skills of developing leaders makes an attractive corporate investment. Perhaps uniquely, executive coaching has the potential to satisfy this need to up-skill incumbent young leaders. The necessary supply of experienced leadership talent clearly exists, albeit in retirement. A fantastic opportunity has opened up to those leaders who are “officially” retired and are thinking about executive coaching as a “second career.” Our authors have much to say to them.

The second emerging audience consists of people in Human Resouce departments who are now addressing the challenge of introducing and managing coaching programs. We have included case studies to demonstrate what has worked in particular instances. We suggest that coaching is better seen as a change management program than a training activity. We hope that the collective views throughout this book give HR sponsors a sense for the coaching opportunity and an indication of the different approach that it requires.

Our book delivers the well-researched best practices of the world’s finest coaches to those entering and studying this exciting field. By “best practice” we do not mean that we asked our authors to research different approaches and then select a benchmark. As a matter of fact, we want to discourage our readers from simply copying something that worked for someone else somewhere else. We share with our audience—practitioners, leaders who are transitioning from line manager to executive coach, and HR sponsors—the distilled principles of best practice and an understanding of where and how to apply these principles.

We believe this book to be an invaluable contribution to the growing field of coaching, and we are sure you will find the authors’ insights, practices, and experiences useful as you navigate the global business environment. Coaching is the better way.

What to Expect from The Practice of Leadership Coaching

Our book begins by explaining and defining its subject, coaching, and then leads into the essential parts of the coaching process, the strategy of executive coaching as a change activity, and finally case studies and core applications—in other words, how executive coaching works in the real world. Of course, you may read the chapters in any order. Just pick a subject that you are interested in and find your author. Each article is valuable in its own right and can easily stand alone from the rest.

Our Hope

We hope you enjoy this new volume. We hope you will gain more understanding of coaching as it grows to meet with our changing times. We believe coaching can have an incredibly dramatic impact on leaders and organizations, and it is our sincere wish that you find within these pages a theory, method, and strategy to apply coaching within your own organization, or with the executives of organizations that you coach.

Marshall Goldsmith

Rancho Santa Fe, California

May 2005

Laurence S. Lyons

Reading, England

*DDI, Executive Resource White Paper, 2002.

PREFACE TO THE FIRST EDITION

Motivation: Toward a Better Way

Every so often—perhaps once in a lifetime—we have a chance to anticipate a radical and pervasive change that is truly fundamental in nature. This book exists because we are at this very moment at the pinnacle of such change in the world of work. With the passage of every business day, yesterday’s “management” approach becomes less relevant while we struggle to find better way.

Peter Drucker’s “knowledge worker” is replacing the factory worker at such a rate as to become today’s stereotypical worker. The flatter, shamrock organization typified by Charles Handy is evolving as modern networks are becoming as familiar as traditional pyramids. Whereas in the past we were taught how to work with managers, now we must ask: How can we learn to work with peers?

Ideas stemming from Edgar Schein’s “process consulting” are escaping from the closed professional consulting world to reach a much wider group of practitioners—that growing number of people doing all sorts of work who now recognize themselves as leaders. Business is going global. Work is more turbulent and stressful. The “job for life” has disappeared, thus challenging each individual to take care of career and personal development—paradoxically at a time when organizational memory, knowledge, and learning are becoming more valuable and sought after. Consumers are pressing for products that deliver more value and continue to demand more service. Even the “office” is redefining itself in new places, allowing us to work at all times of the day as technology offers to make our style of work more flexible. The “better way” must somehow accommodate all these major shifts and offer some answers to the really hard questions.