Executive Coaching
Coaching people: be they administrators, executives, leaders, managers, professionals, or individuals
Coaching is still struggling to define itself. As it has become more widely practised as an aid to developing people’s awareness, skills and performance in a variety of organisational and individual roles we have seen many attempts to distance coaching from some of its roots in counselling or therapy on the one hand and organisational development and assessment on the other.

One result has been the use of the term ‘executive coaching’ to convey a sense that coaching has a purpose and will generate ‘outcomes’ – and meet goals; thus justifying individual or corporate investment.

We use the term ‘executive’ as a form of shorthand and not to imply seniority, status, or a level of responsibility. Increasingly we work with people who do not have a clear organisational role at all – they work in partnerships and networks which evolve as the context demands – and for them the coaching is about adaptation rather than the achievement of immediate goals.

We coach many people. Some are executives, some are leaders, some are managers, some are professionals some are not sure any of these terms fit their roles. Our focus is on working with people where in some, often indistinct way, they believe that working with us will enable them to make better sense of the role they fulfil and better identify and develop skills and learning relevant to their current and future performance and sense of self-worth.

We therefore start coaching conversations based upon:

a person’s current role
the context in which need to operate
future activities or roles they need or wish to undertake
the gifts they bring to their work and to others.
©2010 The Management Coach House Email: info@tmch.co.uk
Management Training
Now there is evidence … that except in very specific circumstances of short term performance goals tied to well-defined task – GROW is a dangerous distraction. The reality is in that in a healthy developmental relationship the goals emerge gradually. Further evidence is…that too narrow a focus on specific goals ‘dumb’s down’ the relationship
David Clutterbuck: 2007
• Our Philosophy & Disciplines
• The Nature of an Assignment
• Reflections
• Who We Are
• Our Network
• Executive Coaching
• Purpose of Coaching
• Our Commitment
• Our Challenge and Support
• What is Executive Coaching?
• Coaching the Second Sector
• A Different Role for Coaches
• Local / Community Partnerships
• Current Research
• Cycling Journal
• The Literature
• Books providing context
• Links / Other Sources
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