Common Misconceptions Harm Executive Coaching

1. “I don’t have issues and don’t need coaching.”
   Many individuals think coaching is a sign of a shortcoming rather than a key tool for improving performance or building a business. Coaching as problem solving is perhaps the oldest misconception and, fortunately, it is fading away.
2. "I don’t want others to know I’m being coached.”
   Instead of being kept a secret, coaching should involve others in the process, including superiors, colleagues and subordinates. Many coaches begin with a 360-degree assessment, which is an open process by nature. Openness can foster commitment.
3. “Coaching is now a standard process.”
   Despite efforts to standardize coaching, there are as many approaches as there are coaches, and this will not change. Some coaches continually are developing insights into the process, and it might be wise to seek one who is on the learning edge rather than a coach whose ideas are set.
4. “Women don’t get coaching.”
   Two out of three people who get coaching are probably men, and that reflects their proportionate representation at the managerial and executive levels, but this has been changing steadily. Today, at least one in three of those getting coaching are women, and their presence will only become greater.
5. “Coaching is just for high potentials.”
   In fact, more people are seeking coaching, no matter whether they have been identified as high potentials by senior management. Everyone has barriers, and coaches can help identify them and build bridges.
6. “A coach needs to be certified.”
   Certification might reassure your employer, but it is no guarantee of professionalism, or whether it will be the right fit for your needs. Instead, consider carefully the business experience a coach brings to the table.
7. “A coach is a kind of therapist.”
   Some coaches approach their mission in this way, but executive coaches increasingly address business issues with a practical eye and do not engage in psychotherapy. Most coaching is about empathy, trust and engagement with the client.
8. “Women should coach women.”
   This is no more true than men ought to coach men. Look for professionalism and business experience, not secondary considerations.
9. “A coach needs to be tough.”
   There is the persistent image of the bullying and badgering coach. While this style might work for some, it is really more essential to have a rapport with a coach. If you are not comfortable, it might be time to find a new coach.
10. “I won’t qualify for coaching.”
    There is no such thing as qualifying for coaching, and neither is there any need to wait for HR or top management to tap someone for this vital support. If an individual wants coaching, then ask for it.

Some coaches have a very directive approach, And the great majority try to help discover what is best for that particular individual. Telling a person what to do won’t develop leadership thinking or skills. Instead, a wise coach asks questions and asks for an invitation to pursue solutions.

Progress on Gary's Book

Just Ask: Greatness Happens When You Ask!

The research is complete. We conducted two focus groups, and in the first focus group we beat out the two bestselling books that we were compared to. In the second focus group we beat out one of the two bestselling books. Given ours was only in rough format, that's pretty exciting. David Brake, CEO of Content Connections (the firm that we are working with to improve the messaging of the book), says that we can expect a marketing plan any day now. I hope to report that the book and the marketing plan will be sent to Jonathon Lazear, one of the most respected literary agents in the country, by the next newsletter. Yahoo!

How can I ignite imagination?

Dear Readers;

Gary Beck says that igniting imagination comes from rubbing minds together. With all of his leadership and marketing experience (as former President of FCB Database Marketing Group and former Executive Director of Database and Infrastructure for vehicle sales and services marketing at General Motors), he ought to know.

Naturally, questions are an integral part of bringing people (or minds) together. At your next strategic planning session, consider starting with personal accumulation: asking each group member to write down all the potential solutions that they can think of to a particular question. When pens come to a rest, ask group members to share one idea, then proceed in order around the room until all potential solutions have been voiced. In doing so, everyone will get heard, and group members will listen closely so that they don't repeat an idea.

Be sure to use open-ended questions that don't point responders to your opinions or cut off potentially creative avenues. Here are some you might ask:

• What is most important to the customer?
• What are clearly differentiable aspects of the product that we are trying to sell to the customer?
• How do we best communicate this particular aspect to our target customer?
• Who is our target customer?

Some group members may generate a ton of ideas—inspired either by the promise of getting their ideas heard or in a spurt of competitive energy. Some group members may not thrive under this time-pressured scenario, so don't cast judgment. They may well prove their worth in the development and support of others' ideas.

Not all ideas will be usable, of course, or worthy of extended discussion, but don't dismiss anything initially. The biggest impediment to creativity is having critics or skeptics in the room. The group will take its cues from you, the leader/moderator. Make it clear up front that all ideas are welcome—no matter how hare-brained or obvious or radical they may first appear. Those ideas may be the ones most easily missed—and perhaps most indispensable.