Learn the seven roles that executive coaches must avoid to ensure impactful results.
The 7 Deadliest Roles Coaches Can Play
By Howard M. Guttman
Howard Guttman is the author of When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization, published in 2003 by AMACOM.
He is the principal of Guttman Development Strategies, a Ledgewood, NJ-based management consulting firm specializing in building high-performance teams, executive coaching, and strategic and operational alignment. (www.guttmandev.com)
Playing Confessor
Coaching is not about absolution but about behavior change.
Playing Freud
Coaches don’t get paid to fathom the “inner self” but to assess what’s observable.
Playing Houdini
Don’t pretend there’s magic in coaching. Explain your process to your client and anyone else who needs to be involved.
Playing Solomon
Don’t think you’ve got all the answers. For the best insights, look to those who interact with your client regularly.
Playing Tarzan
You don’t get paid to carry your client’s monkey. He or she must carry the burden and learn how to lighten the load.
Playing Apologist
Coaching is not about making excuses for your client but about changing performance so excuses will no longer be necessary.
Playing Terrorist
Coaches don’t win through intimidation, sabotage, or by rattling clients. Your only job is to help clients, not destroy their ego—or career.
What is a legitimate role for coaches to play?
Socrates is a terrific role model. He knew how to raise tough questions and prompt introspection, but his solutions were grounded in empirical reality.
For The Record
For interviews with Howard Guttman or to discuss other editorial possibilities, contact Peter Tobia, Market Access, at 215-402-0731 or email pmtma@aol.com.
Guttman Development Strategies, Inc.