170 50 TOPEXECUTIVECOACHES
behavioral options. The end goal is to help intrapreneurs make the most of
their strengths. In focusing on getting their strengths to be more effective
they can explore alternatives to the behaviors that are getting in the way and
learn to delegate things they don’t do well. People can let go of what’s block-
ing them more easily if they are feeling good about moving ahead with
strengths that are already working.
There is a certain conspiratorial tone in intrapreneurial coaching. As
coaches, we are on the side of our intrapreneurial client. This often finds us
siding with our client in opposition to the systems and people who are trying
to block the new idea. This gives us the leverage to work on the behavioral is-
sues as a friend rather than as a representative of “the system.” On the other
hand, we are often peacemakers, helping the client to see others in a more
positive light so that they can collaborate rather than fight. The goal when
coaching intrapreneurial leaders is to help them become more effective in
turning ideas and technologies into profitable business success.
Intrapreneurial Teams
We do a lot of work with the whole intrapreneurial team as well as with
their leader. These teams are developing something new for a company and
struggling with how to make it happen. We coach them in everything from
business strategy to personal leadership, from managing the immune system
to personal development—all the issues involved in launching a successful
business.
Breakdowns in teamwork are one of the two most common causes of inno-
vation failure. If the team is not fully functional, we coach them on team
work, sometimes focusing on how the members of the team are behaving rel-
ative to each other, sometimes taking the leader or a team member aside if a
particular behavior is a central concern. We also use performance challenges
with teams, to help the team to “catch themselves in the act of being them-
selves.” Once they see how they behave under stress and the consequences in
terms of team performance, they establish new team operating principles
and gradually learn to live by them.
Sponsors of Innovation
Every intrapreneurial team needs sponsors, higher-level managers who pro-
tect and guide them. Many managers and even executives have very little
idea what effective sponsorship looks like. They underestimate the time
commitment and see themselves mainly as funders. Equally critical is their