How do you respond to 360 degree feedback? In Marshall Goldsmith's video blog below, he advises us to respond in a way that is positive, simple, focused, and fast.
Leadership is a relationship not between the coach and the “coachee,” but between the leader and his or her colleagues. Learn the eight steps to effective leadership development in this series of Marshall Goldmisth's video blog.
Marshall Goldsmith is a proud member of and partner with the WABC. In both 2011 and 2013 he was ranked as one of the Top Ten Business Thinkers in the World – and the highest ranking executive coach – at the biennial Thinkers 50 ceremony in London. He was also the recognized in 2011 as the World’s Most Influential Leadership Thinker. Dr. Goldsmith is the author or editor of 34 books, including the New York Times bestsellers, MOJO and What Got You Here Won’t Get You There.
Imagine two extremes. On the one hand there is fun, creativity, adventure, ambition, scope and hope—on the other there is lawlessness, every person for him/herself, money stolen and some individuals aiming to impose standards. The Wild West? Well yes. The business coaching market and frontier? Well yes. Let's explore this coaching frontier a little more.
Unlike accountancy, law and medicine, coaching and certainly business coaching do not have a recognized professional body. Worldwide there is the WABC, the International Coach Federation (ICF), the European Mentoring and Coaching Council (EMCC) and doubtless many more. Within the United Kingdom I can vouch for at least seven different representative bodies all operating in the same coaching market—Association for Coaching, EMCC, ICF, Chartered Institute of Personnel and Development, Association of Professional Executive Coaching and Supervision, British Psychological Society's Special Group in Coaching Psychology, British Association of Counselling and Psychotherapy. There may be more for all I know, and I am sure the same is true in other countries.
In the UK we have tried recently to pull all these together under a common banner by issuing a Statement of Shared Values. Even so, there are fundamental disparities on approaches to supervision of coaches, to name but one area where the range is from "no supervision is demanded at all" to "supervision is a fundamental requirement." Supervision means here the supervision of quality and thus more than having merely a mentor for you in your business of coaching.
Standards and Accreditations
What is the calibration between the demands WABC makes for you to be a member, what the ICF requires or what any other body requires? How does an organization decide who the best coaches are in the market? Who does the accreditation and are there benchmark standards?
At present there is a situation where global companies from Dell to PepsiCo to Unilever to Zurich Insurance to Citigroup are all setting up their own processes to weed out or select coaches to suit their needs. Assessment Centers for coaches comprising presentations, psychologist interviews and "real live" coaching sessions are occupying the best part of a day. We need benchmarking and standards desperately to prevent this duplication of effort and to unravel the confusion in the minds of the buyers of coaching. The buyer's plea at present is "How can I be sure, and quickly, that I am buying a professional coach?"
Can We Push the Frontier and Turn It into a Border?
Some companies are forcing the issue more than others and leading the field in integrating coaching into their businesses. Diageo is a globally integrated organization famous for Johnnie Walker, Smirnoff, Guinness, Tanqueray and other well-known drink brands. It has gone public with a year-long scheme for 900 senior managers, which involves two residential events supported by many hours of one-to-one coaching, 360-degree colleague feedback and other interventions. This scheme is central to Diageo's leadership in its business and fundamental to it.
Business coaching is now a global requirement for many, and this push, which is wider (global) and deeper (with keenly articulated standards being developed), will draw the rest of business along in its wake.
Executives find themselves at what we in Praesta call a "faster-faster" world with unrelenting pressure, global travel and high performance expectations—where coaching is uniquely placed as a development intervention.
In our book, Business Coaching—Achieving Practical Results through Effective Engagement, Peter Shaw and I have outlined key developments in coaching good practice for the future:
- Increased focus on real-time coaching of individuals
- Coaching more integrated into business development programs and business school courses
- Greater use of structured internal mentoring relationships for a client alongside an external coach relationship
- Coaching becoming part of an individual's contractual employment relationship
- Professional underpinning through the insistence on coaches to undergo effective, quality supervision
- The oversight of the profession through a professional body covering standards, competence, quality, supervision and continuing professional development.
The Wild West frontier needs to and must become more professional and these developments would certainly help lead us there!
This article first appeared in Business Coaching Worldwide ( 2008, Volume 4, Issue 1). Copyright © 2012 WABC Coaches Inc. All rights reserved.
Robin Linnecar is a Master Coach working in Praesta International. A chartered accountant with experience in Arthur Andersen, Shell, KPMG and PWC, his co-authored book is Business Coaching published by Capstone (2007). For more about Robin and Praesta International, please go to www.praesta.com. Learn more about Robin in the WABC Member Directory.
Take the highest per-capita ratio of gurus and soothsayers; add a liberal dose of retired corporate honchos who love to give free advice; spice it up with availability of cutting-edge gizmos for professionals; stir it up with families that determine financial priorities and you are very brave to call yourself a coach in a society where "coaching" is normally prescribed for drop-outs!
As in ancient Greece, Rome and China, India had its share of historical "royal coaches" like Krishna and Chanakya, whose wisdom is enshrined in the Gita and Arthashastra. These ancient "case studies" are still analyzed by MBAs and corporate leaders at business schools and research institutes.1
The ancient system of higher education across all trades was a form of apprenticeship known as the "Guru-Sishya" model. The philosophy behind this concept was that "nuances and finesse" were learned by patience, listening, observation and practice. There has been a systematic exchange of ideas between East and West on psychology, sociology and related topics at least from the 19th century. My grandfather, who graduated from Oxford in the 1920s, left behind a library of Western literature on such topics.
I'm not sure whether there is widespread awareness in the West that India has made such rapid strides over the last two decades in adopting and propagating Western management practices. Developed over the course of its quest to cater to global clients, India now boasts some of the world's highest concentrations of International Organization for Standardization (ISO), Capability Maturity Model (CMM), People Capability Maturity Model (PCMM), Six Sigma, Certified Quality Auditor (CQA) and Project Management Professional (PMP) certified trainers and professionals. Global organizations such as Franklin Covey, the Goldratt Institute, and the de Bono Group have a significant presence, offering certifications and training at local prices.
Executive Coaching in India
Let's now move on to the current status of executive coaching across different groups in India.
For decades, multinationals have leveraged their global learning programs, delivering from regional hubs such as Australia and the UK to develop local leaders. Development programs for teams were led by line- and human-resource managers who had attended a train-the-trainer program. In the recent past, the trend was to send high-performing executives to open-enrollment executive education programs at business schools in the US or to custom programs at business schools in India. In-house programs by Covey, de Bono and Bullet Proof Manager were organized for mid-level executives. Interestingly, multinational corporations (MNCs) currently rely on their global coaching partners to roll out executive coaching in India, who in turn engage Indian coaches! I would therefore encourage international coaches to leverage their contacts in India to explore local cost-effective solutions.
On the other hand, founder CEOs of family-owned corporations have for decades leveraged their alumnus links with global management gurus of Indian origin, such as Ram Charan, C.K. Prahalad and Vijay Govindarajan, while leveraging annual visits to India by gurus such as Marshall Goldsmith. Having gained from such interactions, most of these founders have sent their children to Ivy League business schools in the US to earn MBAs. Such companies will probably largely leverage professors from both US and Indian business schools for cost-effective and just-in-time solutions. Executive coaching assignments for direct reports (or even the next level) to CEO are likely to be won by established local experts with a business track record. Given that there are very few local coaches who are credentialed, this presents a huge opportunity for global English-speaking coaches who are willing to travel to India for short durations for organization-wide rollouts. Needless to say, the compensation for mid-level coaches is likely to be on par with US rates!
Entrepreneurs, supported by private equity and/or venture capital, often realize the need for trusted advisors (to serve as sounding boards) and an executive coach (to help them handle day-to-day challenges in finance, marketing and human resources, and to regain control of their start-ups as they grow rapidly). Although this appears to be a clear case for local experts, there is a significant opportunity for global coaches as these start-ups expand into other geographies. For instance, web/tele-calls and face-to-face meetings in the US and Europe are likely to become the norm in the near future.
As for self-driven high-potential executives, they are likely to seek out specialized coaches to help them fill gaps, and may be most open to web/tele-coaching. Given the time difference between the US, UK, Australia and India, global coaches may be able to supplement their income from the comfort of their own homes. It is not uncommon to find such executives often missing company-sponsored group sessions deliberately.
Executive coaching seems set to boom in India over the next few years. The million dollar question: Are you getting ready for it?
Disclaimer: These are solely the personal views of the author and are not the findings of any scientific study.
This article first appeared in Business Coaching Worldwide ( 2009, Volume 5, Issue 1). Copyright © 2011 WABC Coaches Inc. All rights reserved.
1 See the Vedanta Cultural Foundation, page 3, Section Corporate Guru.