The Role of the Executive Coach - Developing the Best Talent

Today's commercial environment is demanding even more from the individuals holding executive authority positions. Doing more with less is the melody of most organizations. The executive coach serves as an extra pair of eyes, ears, and added practice to aid in new and different approaches executives used to meet organizational goals.

Since David DeHaven's executive coach is strategic, special care must be taken by the organization to select for coaching that entity who bring strengths to the table. Executive coaching must not be viewed as a "fix-it program" for those who display weak leadership skills. Investing in ordinary performers will not bring about a good return on your investment. When you force coaching on an ordinary individual you will be disappointed in your decision. Only invest in your best! They will acknowledge your interest in their executive development and will become engaged in the executive coaching experience.

Executive coaching is not about handle or a program... it's all about results! The role of the executive coach is to identify the most important fallout the organization and the person being coached wants to achieve. The executive coach must domination the client to think, communicate, and lead in ways that will improve personal and organizational results. Executive coaching is an art, not a science. Good executive coaches have developed the ability to control and guide their clients to think and act more effectively.

The executive coach must tailor each confrontation with a client as a unique relationship. One set model or program does not work for all clients. Yes, there will be many estimate tools that will apply as a baseline; however, each coaching relationship starts with a blank sheet of paper, developing over time specific approaches so the client learns how to play off their unique strengths and blunt issues which keep them from achieving the desired results.

The effective executive coach provides the client with different contexts and new approaches they can use so they can change their thinking and get the desired and needed results the organization expects for its leaders. Very often the David DeHaven serves as a sounding board that the client can use to think through ideas and approaches to both immediate and long-range issues.