COACHING FORORGANIZATIONALCHANGE 177
colleagues. Just as important, in dynamic situations, is the coach’s familiarity
with the predictable patterns and stresses of organizational change. Finally, it
is essential to acknowledge and honor the individual nature—the humanity—
ofthe coachee.
For such coaching to be meaningful and produce sustained benefit, it must
facilitate a closer alignment of the individual coachee and the employing orga-
nization. Alignment is important, because most of us achieve results through
relationships with others. To support success, the alignment must be genuine,
deeply grounded, and conscious. Once alignment is attained, it becomes eas-
ier, at times even effortless, for the executive to respond to rapid, large-scale
change in harmony with the organization.
No less important is personal integrity. This does not mean socially ac-
ceptable behavior or compliance with rules. Integrity is a matter of integra-
tion, becoming whole. It depends on recognition of the requirements of
one’s inner nature and on consistently behaving in accord with them. A pro-
fessionally qualified executive who embodies integrity, and also is aligned
with the goals of the organization, is capable of limitless achievement.
This coaching occurs at a level deeper than behavior; its concern is with
the impulses that cause behavior. The coaching process takes time: rarely less
than 4 months, usually between 6 and 12 months. The coachee and I will
meet in person for at least a couple of hours, not less than once per month.
The standard contract provides unlimited access throughout the coaching pe-
riod, including shadowing, attending meetings, and communication through
phone calls and e-mail. At the end of two months, if the chemistry isn’t work-
ing, either party may opt out of the coaching relationship without penalty.
We begin with information. In addition to the usual 360-degree evaluation
and personality tests, which I can conduct if they are not already available, I
prefer to interview key stakeholders in the coachee’s career. I present the
feedback to the coachee, placing it in context. Next, we develop a plan of ac-
tion. Each coaching engagement is focused on a very specific, actionable in-
tention. The intended outcome must be important to both coachee and
employer, and it must be definable and observable. Then we get to work.
It is marvelously difficult to describe what goes on behind closed doors
between coach and coachee. Most of what happens is alert inquiry, usually
related to specific business challenges, always in the context of our shared
intention. We look for patterns, and when we find them, we try to understand
them at the source. We explore areas of conf lict, difficulty, and obstruction.
We e x p l ore areas of strength, confidence, and certainty. Above all, we do our
best to see the complete picture, putting each element in context and striv-
ing to make sense of the whole. We define specific responses to challenges,