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Becoming an Exceptional Executive Coach

Use Your Knowledge, Experience and Intuition to Help Leaders Excel

By Michael Frisch, Robert Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin
13-minute read
Becoming an Exceptional Executive Coach: Use Your Knowledge, Experience and Intuition to Help Leaders Excel by Michael Frisch, Robert Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin

Becoming an Exceptional Executive Coach (2012) aims to deepen your understanding of what it means to take on a coaching role. These blinks outline the core elements of coach-client relationships to present a flexible and rich approach to executive coaching.

  • Participants in coaching training programs
  • Executive coaches
  • Consultants interested in helping clients achieve more

Michael H. Frisch, Robert J. Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin are all New York City-based executive coaches and trainers with substantial corporate, consulting and academic experience.

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Becoming an Exceptional Executive Coach

Use Your Knowledge, Experience and Intuition to Help Leaders Excel

By Michael Frisch, Robert Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin
  • Read in 13 minutes
  • Contains 8 key ideas
Becoming an Exceptional Executive Coach: Use Your Knowledge, Experience and Intuition to Help Leaders Excel by Michael Frisch, Robert Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin
Synopsis

Becoming an Exceptional Executive Coach (2012) aims to deepen your understanding of what it means to take on a coaching role. These blinks outline the core elements of coach-client relationships to present a flexible and rich approach to executive coaching.

Key idea 1 of 8

Personalize your style of coaching by learning from experience.

Remember what it feels like to start a new job? Stepping out on a new career path can be daunting, and many of us look to coworkers to learn from their examples.

But if you’re starting a coaching career, it’s a different game altogether.

Why? Because good coaching means engaging executives in a process of self-discovery, and there’s no formula for this.

Instead, it’s all about creating your own unique coaching style. Shaping what’s called your personal model of coaching helps you go beyond being a cookie-cutter coach to becoming exceptional.

But what does it take to create a personal model of coaching?

It all starts with self-reflection. What kind of person are you? What do you bring to the table in organizational contexts? Which coaching concepts and techniques would you prefer as a client?

Note your answers down in full sentences, so you can refer to them later. For instance: “I’d like to have a result-oriented process, where I help my client discover solutions to their challenges.”

As you begin coaching, document your experiences in terms of your strengths, your weaknesses and your boundaries as you build relationships with clients. Keep track of the techniques you implement – which ones work and which ones don’t.

Reflecting on yourself and your work will help you discover what makes you stand out among other coaches. The unique aspects of your coaching style make up your personal model.

Though it takes a considerable amount of time, effort and experience before your personal model is fully formed, it’s worth the wait.

Once you’ve developed your model, you’ll have a firm foundation from which you can grow and evolve as you gain more experience and become a more confident coach.

So how do you start? The first element in your personal model is engagement management. Why is it so important? Find out more in the next blink.

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