Page 215 - HBR Leader's Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level

204 HBR Leader’s Handbook

THE VALUE OF AN EXECUTIVE COACH. We’ve mentioned the potential value
of working with an executive coach. If you’ve never had the opportunity to
do so, here are some suggestions to help you get started.
First, as John Baldoni explains nicely in his HBR article “Before
Working with a Coach, Challenge Your Self-Assumptions,” deliberately ar-
ticulate for yourself why you’re looking for some outside help and what spe-
cifically you hope to get out of the relationship. Recognize and manage the
engagement as a growth opportunity, as Ron describes in his HBR article
“If Your Boss Tells You to Get a Coach, Don’t Panic.” Understand also that
not all executive coaches are the same. Beyond the chemistry of a relation-
ship you might want to find, realize that different coaches bring different
approaches and have different kinds of expertise. For example, some may
focus on interpersonal skills, others on strategic thinking, still others on
personal productivity, and so on. Be clear with yourself—and your poten-
tial coach—on what you expect and need.
Second, a more subtle point, understand that an executive coach is
only one part of a larger system of personal growth (see Marshall Gold-
smith and Gardiner Morse’s HBR article “Behave Yourself”). A good coach
will help you reflect and recognize things you may not see or realize about
yourself, and may also help you synthesize and plan how to improve against
specific professional or personal challenges. But remember, the coach is
not the only one who is going to offer feedback to you and will sometimes
be more of an aggregator than originator of relevant insights. Often the
most important feedback for you will come not from the voice of the coach
but from the words of colleagues, supervisors, partners, and customers.
Similarly, don’t expect the coach to do the work of changing you for the bet-
ter. Improvement only comes through your own actions and commitment;
the coach may guide and challenge you, but real leadership transformation
starts and ends with you.

A summary of general learning principles
As you weigh—and then participate in—different opportunities for growth
and self-improvement as a leader, follow some general principles: