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The Coaching Process for Executives, Physicians, Scientists and Managers

Anu Rao, Ph.D.

There is no single formula for coaching an executive, a physician, a manager or a scientist. After working with each of these categories of professionals for more than a decade, I have to say that they vary as much in their talents and strengths as they do with problems and challenges. It is trite, but true, that each person is unique and what would be a challenge to one, may be a cake walk for another. If there is one observation that is common to this group of professionals, it is that they are driven and disciplined learners who generally do not spare themselves.

How does the coaching process begin? Ideally I like to meet my clients face to face so that we have an opportunity to meet and get to know each other. I like to explain what the coaching process looks like and find out what my client is looking for. We discuss mutual expectations, previous experiences, the limits of time, etc. We set up a verbal contract and agree to proceed.

What is the goal of coaching? Its easily answered by asking the question, “What do you want to achieve?” As a coach I want to know why this process was initiated at this juncture, and, followed by “How will you know that the goal has been attained?” Sometimes there is a clear answer, and at times there is no easy answer. This is stuff that they don’t teach in Medical school or even in Business school. Most physicians have not enough time to eat or sleep, let alone reflect! So some of the coaching is designed to improve my Client’s ability to process events and feedback, and to develop the clients’ reflexivity. In some cases, the goal is specific and it is identified by the client or his/her Chair. The goal of coaching may be an outcome of a dialogue - of what the Client sees as his/ her goal, if the Chair is involved, what the Chair sees as a developmental or performance goal, and what is assessed by the coach.

Most situations are complex, so we may discuss organizational concerns, performance feedback or other communications. If the client shows interests in assessments he/she may be asked to complete some instruments and assessments. In addition, the coach may elicit responses in an interview or may ask the client to develop an “Autobiography” as a backdrop for the next steps. For those clients who are looking for a coach without being led to coaching by the organization, I work with the client’s comfort level as far as the assessment is concerned. In the end, goal setting is itself an iterative process, between the client and the coach. Once the main goals are identified, the coach will prepare an Action Plan which will address areas for growth, competencies, skills and required knowledge base. Together, we will develop an approach and SMART goals, as well as a list of topics and readings that will supplement the coaching process.

The Coaching Process

The Coaching meetings occur at regular intervals that range from a week to a month. The minimum is about six sessions but successful change occurs in about twelve to fourteen sessions. At the coaching meetings we will work with contemporary issues in the work and life of the client to obtain data in real time. The issue will be used to work on each of the identified issues, and the client’s understanding of them. We will use alternate scenarios, theories and role play to demonstrate behaviors that can be more effective. Each session will include a theoretical /conceptual outline, a discussion of behavioral issues, role plays, reflection and goal setting. After six to eight sessions we review goals and re-focus if needed.

Teachable moments from daily episodes at work or family will be used to discuss stress management, managing emotions, (EQI) and responses, Johari Window and communicational loops. If a 360 degree feedback is done, the report will be reviewed, and the feedback will be included into the work-plan and the topical discussions. Management principles of delegation, conflict management, the use of power, and performance management of staff will be discussed as well as leadership styles and behavior of peers, Influence management, handling difficult conversations, and managing upwards.

The sessions will focus on gaining competency at four levels: managing oneself, interpersonal relationships, group relations, and organizational culture. Specific skills may include handling oneself in difficult situations, meeting management, managing rewards, competition, collaboration and conflict. Several sessions will focus on leadership styles, leading and managing a work group, communication and authenticity as a leader.

All the “coaching meetings” are dialogues between us, so a client’s participation leads to a successful learning process. Learning is not linear nor immediate. As a coach, I listen to my clients as they articulate their dilemma and clarify their values, emotions and behavior – they reflect on their past and present but prepare for the future. This preparation for the future is a collaboration between the client and myself, the coaching process.

As a result of being in the coaching program, clients say that they gained clarity, self- confidence and focus. The coaching process is completely confidential and helps to understand oneself and others. The client has an advocate who champions you in becoming more authentic as you build your persona on your strengths. The coach is there to support you to overcome professional hurdles without hurting your interests and long range plans. A coach is a professional who one can trust to collaborate in visualizing and achieving a more successful future.