Executive Coaching for Your Non-Profit Organization

As every manager knows, there is tremendous competition to acquire top talent. Soon after you have succeeded in hiring a truly outstanding candidate, there is the challenge of keeping that person an engaged and productive member of your team -- and out of the reach of hungry competitors!

For seasoned executives, there are additional challenges:

• How to hold onto that lynchpin manager, without whom "everything falls apart"?
• How do you reinvigorate those long-time employees who have tremendous knowledge and capability, but who seem to have lost their passion and creativity?

The answer to these questions may be to provide executive coaching for the key people in your organization.

Providing executive coaching as a benefit for your top people provides many potential advantages:

• Competitive advantage in attracting new employees
• Increased retention of current employees
• Increased productivity of current employees
• Increased personal and job satisfaction of current employees
• Increased creativity of your entire team
• Better ability to adapt to change

According to Jeffrey Auerbach, President of the College of Executive Coaching, an executive coach plays four roles:

• "First, a coach is a professional development expert in a specific discipline, such as leadership development, performance management or emotional intelligence, who provides guidance and insight.
• Second, a coach is a partner who challenges your thinking as a leader.
• Third, a coach is a confidant and trusted advisor, and
• Fourth, a coach is an objective outside resource."

• Coaching is not therapy (although there can be therapeutic moments in a positive coaching relationship). Therapy focuses on a patient with serious problems, their cause and their cure. Coaching clients are essentially healthy people who believe that changes in themselves and/or their organizational cultures could significantly improve their effectiveness.
• Coaching is not mentoring or consulting or advising because the coach's role more a partner than a subject matter expert. However, there will be times when advice, mentoring and/or consulting may be requested and appropriate.

In a 2004 survey by Right Management Consultants (Philadelphia), "86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders." -- Paul Michelman, "What an Executive Coach Can Do For You," Harvard Business Review

Based on a study of 150 executive coaching participants, Thompson (1986) found that "the participants' bosses reported significant behavior changes due to coaching and that those changes lasted for at least one to two years following the coaching engagement." -- Peterson and Kraiger, "A Practical Guide to Evaluating Coaching," The Human Resources Program Evaluation Handbook by Jeffrey Auerbach, PhD

Studying 370 coaching participants, Peterson (1993) found that coaching produced "roughly the equivalent of moving from the 50th percentile to the 93rd percentile of performance." -- Peterson and Kraiger, "A Practical Guide to Evaluating Coaching," The Human Resources Program Evaluation Handbook by Jeffrey Auerbach, PhD

Next Steps:

• Request a complimentary consultation to discuss coaching for your organization.
  
• Find out more about executive coaching. 
• Find out what others have said about Judy's value to them as a coach.