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Extra resources for Executive Coaching: An Annotated Bibliography
In this article the authors suggested five strategies that an organization can employ in order to improve the return on its coaching investment. First, it is important to provide coaching where the payback is the greatest. Coaching should be implemented when an organization needs to accelerate the development of key individuals, when there is a significant increase in the complexity of a key role, when time is short, and/or when risks are high. Second, it is important that an organization build a small pool of screened, qualified coaches who are familiar with the organization’s culture and strategic priorities.
He defined executive coaching as a highly confidential one-on-one relationship between an executive and a coach in which the coach helps the executive work on specific problems or issues at work over an extended period of time. A coach helps the executive notice and change thought and behavior patterns that are preventing the best performance. The author argued that executive coaching should go further than helping executives deal with interpersonal skills. It should also address intrapersonal issues, which he defined as what is going on inside the executive’s mind that causes interpersonal problems at work.
1996). Coaching today’s executives. Training & Development, 50(3), 22-27. The author began this article with a look at how companies are “trying to institutionalize executive coaching” and the many ideas as to how to go about it. She cited organizations like UARCO, Westinghouse, Arthur Andersen, and one unnamed federal systems research and development organization, all of which are designing processes to work with executive talent. She also cited organizations like the Center for Creative Leadership, which has a program developed specifically for assessing leadership potential 26 Executive Coaching and developmental concerns for the most senior executives (Leadership at the Peak).