There are three fundamental prerequisites for hiring a coach: 1) make sure that you are ready and willing to be coached; 2) choose one with whom you want to work; and 3) make sure your communication is authentic. Studies show that willingness and good chemistry were the most frequently cited reasons that a coaching relationship was successful.

So, how do you select a coach?

Look for someone who has experience coaching in a similar situation, but hasn’t necessarily been employed doing that job. Organizations should explore whether the coach has a clear methodology because coaching is a way to generate conversations that expand the capacity of people to think and work together. According to survey data, different coaches value different methodologies. Some coaches may begin with 360-degree feedback, while others rely more on psychological feedback and in-depth interviews.

Top business coaches are as clear about what they don’t do as about what they can deliver. For example, a good coach will be able to tell you at the outset whether or not they are willing to serve as a sounding board on strategic matters, such as behavior that may be interfering with your effectiveness in a team setting.

Significantly, coaches are evenly split on the importance of certification. Part of the problem is the number of different certifying organizations that exist so there is, understandably, confusion about which ones are credible. Although experience and clear methodologies are important, the best credential is a satisfied customer. Conversations with coaches indicated that they were selected on the basis of personal references. So, successful coaches engage in meaningful networking to keep their name and reputation before those who might refer them to a prospective client.

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Coaching works because it is a targeted, customized, and individualized approach to self-improvement. It is the very opposite of one-size-fits-all training. It is a partnership in which it is possible to realize mutual potential. We know most about the athletic coach, but often times we need to remind ourselves that the coach is not necessarily a better player. Effective coaching requires the suspension of existing assumptions, judgments, and beliefs about the individual coached. This way, the coach can guide you towards your aspirations or the vision of your employer.

A survey of coaches by Harvard Business Review found that respondents acknowledged that confidentiality was central to successful coaching and that, in most cases, they gave updates on their coachees’ progress to other stakeholders in the organization. If your employer is underwriting the cost of the coach, then you may expect that this will happen. If, however, this is your personal initiative and there is agreement that coaching will occur during the work-day, then the contract must be iron clad on this issue. No information to your employer.

James Z. Daniels
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