Even Executives Can Use Help From the Sidelines
October
29, 2002
By DIANE COLE for the New York Times
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WHEN
a colleague told Julie Day, a lawyer in Fairfax, Va., that
she was consulting an executive coach - a new breed of
personal
trainer who helps clients develop business acumen
and
people skills - Ms. Day was not impressed.
" Boy, that sounds self-absorbed,' " she recalled saying
to
herself. "I was very skeptical."
Yet
Ms. Day is now a believer. Nine months ago, she hired
an
executive coach, Ellen Ostrow, a psychologist in
Washington
who helped Ms. Day redefine her marketing style
and
to "think out of the box." Dr. Ostrow provided tips on
controlling
paperwork and other administrative tasks.
Perhaps
most important, the results have been quantifiable,
Ms.
Day said: she has become a partner in her firm.
Depending
on whom you ask, executive coaching has many
definitions.
To some, it's a buzzword, a relabeling of
practices
that used to be handled informally by mentors or
more
formally by consultants. To others, its strength is the
combination of the practical informality of the former
and
the objectivity of the latter. Coaches range from those
with
specific goals (some are dubbed "speech doctors,"
working
exclusively on polishing presentations) to the
general
(offering to "optimize your performance").
But
consultants veer from psychological counseling.
"Coaching
isn't therapy," said Dr. Dee Soder, the president
of
the C.E.O. Perspective Group, an executive coaching
consultancy
in New York. "It's objective advice and
guidance
from a knowledgeable outsider."
For
Peter Kiernan III, a former managing director at
Goldman,
Sachs, and a founding board member of the
Christopher
Reeve Paralysis Foundation, the advice he
received
from Dr. Soder focused on choosing among several
career
and board options. Mr. Kiernan is now the chief
executive
of Kiernan Ventures, a venture-capital firm, and
a
co-chairman of the charity World TEAM Sports.
With
a different objective in mind, Doug Fagin of Long
Beach,
Calif., wanted advice about how to expand his
business,
Sunburst Analysis, an expense-reduction company.
He
sought the services of Dr. Wayne Hart, an executive
coach
at the Center for Creative Leadership, based in
Greensboro,
N.C. The advice led Mr. Fagin to invite a
partner
into the business, resulting in growth for the
company,
he said.
When
Dr. Soder started her business in 1986, the phrase
"executive
coaching" had yet to be invented; no shorthand
explanation
existed for what she was then calling executive
consulting.
Now, if you type in "executive coaching" on the
Internet
search engine Google, about 80,000 links come up.
That
amount stems from the larger boom in the coaching
industry
as a whole. The word "coach" has become coin of
the
realm, spurred by the popularity of personal coaches
like
Cheryl Richardson, the self-help guru who appears
frequently
on television. There is also Coach U, the
International
Coach Federation and CoachVille - all founded
by
Thomas J. Leonard, another prominent coach. But so far
there
is no overall regulation of the coaching industry,
standardization
of requirements or uniformly recognized
accreditation.
Fees
can range from $70 to $500 a session, and into the
thousands
for a comprehensive evaluation and long-term
consulting.
Some coaches work mostly on the telephone,
others
primarily through personal consultations or a
combination
of the two.
"With
dozens more people entering the field every day, per
the
Syms logo, you need to be an educated consumer," Dr.
Soder
said. "You can't dismiss the whole industry just
because
there are a few quacks."
On
the contrary, more and more companies seem to be
embracing
the concept and footing the bill. "Executive
coaching
is becoming mainstream," said Rick Gilkey, a
professor
at the Goizueta Business School at Emory
University
in Atlanta. "It fills a gap."
Teri
McCaslin, the executive vice president for human
resources
and information systems at the ContiGroup
Companies,
one of the largest privately held agribusiness
corporations
in the world, estimates that about half the 60
middle
and senior managers at the New York headquarters
have
undergone company-sponsored executive coaching. In
addition,
she said, "every one of our businesses, across
the
board, uses executive coaching in one capacity or
another,
from the top down, starting with senior
management."
She
explains the benefits this way: most executive coaches
begin
by providing feedback, essentially, how you and your
performance
are viewed, through the eyes of bosses,
colleagues,
subordinates and clients. In the absence of
feedback,
mistakes tend to be repeated. Worse, those
mistakes
can cost the company in lost business,
inefficiency
and, possibly, the expense of firing, hiring
and
training someone new.
That
expense, Ms. McCaslin said, "far exceeds the price of
investing
in coaching." Using another analogy, she said:
"If
you have physical assets, such as a manufacturing
facility,
you continually upgrade and invest in the latest
technology.
As a result, you would expect an increased
return
from that asset."
Alicia
Whitaker, the managing director of global human
resource
programs at Credit Suisse First Boston in New
York,
also views coaching as an investment.
"We
have a lot of people who are rocket scientists, great
strategic
thinkers or great with clients," she said. "But
very
few business schools prepare people for the messiness
of
managing people, and a lot of coaching is about
effectively
managing people."
Not
every employee welcomes a company's decision that he or
she
needs coaching. But Ms. Whitaker said she thought the
offer
was a badge of distinction, not a stigma.
"We've
heard from the grapevine that people who get
coaching
see it as a positive, a benefit," she said. "And
more
and more people are coming forward and asking, `Can I
have
some, too, please?' "
Copyright
2002 The New York Times Company
-
Melissa
Thornton is a licensed psychotherapist AND a professional coach.
-
She
is a member of the International Coach Federation (ICF) and President of the
ICF Connecticut Chapter.
-
She
has an MBA from the Amos Tuck School of Business Administration, Dartmouth
College, and has been working in and with corporations, businesses and
Foundations since 1980.
-
SEE
THE INDUSTRY (INTERNATIONAL COACH FEDERATION) STANDARDS.