194 50 TOPEXECUTIVECOACHES
ability for self-renewal, not just in terms of people and processes, but also in
terms of how to compete. If the individuals in the organization understand the
strategy and are empowered to succeed under those terms, they will be able to
adjust tactics as needed to meet new challenges.
The strategy belongs to the organization and is unique to it. Unlike a strat-
egy consultant who may push a generic model of competition on an organiza-
tion, the strategy coach works with the organization to build a strategy from
within. The coach wants the organization to be successful and helps the leader
guide the team. The CEO, like the captain of that team, takes a leadership role
in the game. But it’s the players who play the game and determine the organi-
zation’s success.
Principles of a Successful
Coach-Client Partnership
When the game is won, the coach can ref lect on the glory of that victory, but
the credit belongs to the organization. The focus of the strategy coach should
always be on the organization winning, yet it’s imperative that he or she not
become overly involved in the game. The coach must be detached and in-
volved simultaneously and never confuse his or her role.
Here are some principles, based on over 20 years of coaching CEOs, that
I think form the basis for a successful coach-client relationship in the area of
strategy coaching:
- Keep pet theories out of the mix.The coach is a valuable resource of
knowledge and experience, but the coach needs to use that knowledge
to help uncover what is right for the organization, within its own con-
text. Imposing generic theories or one’s latest ideas will not help build
a meaningful strategy or make the CEO successful—even if it does
make the coach look smart. - Make sure the coach and the CEO have good personal chemistry.Since
the coach and CEO have to work together to challenge deeply held as-
sumptions, trust is fundamental. Both partners need to know that they
won’t be second-guessed by the other. My personal starting point in any
coaching engagement is to spend time one-on one with the CEO fol-
lowed by dinner together. If, by the end of the evening, we trust each
other, then we shake hands and get to work. - A belief in each other’s desire and willingness to be world class.If the
CEO is only interested in cosmetic approaches like cutting costs or
other forms of window dressing, I doubt she will value or appreciate