Executive Coaching Models
There are many approaches and models used for executive coaching. For example, Cooperrider (1995) has developed an Appreciative Inquiry model focussed on the co- evolutionary search for the best in people, their organizations, and the relevant world around them. The Leaderplex Model of Leadership (Hooijberg et al, 1997) integrates cognitive, social, and behavioural aspects of leadership development and coaching. The Servant Leadership Model (Russell and Stone, 2002) is based on increasingly popular concept of servant leadership. Egan (1982) has developed a ‘Helping Skills’ model based on three stages: The Current Scenario, Preferred Scenario and Action Strategies. Greene and Grant (2003) applied Solution Focussed Therapy to coaching developing Solution Focused Model for executive coaching. The Ontological Coaching Model (Sieler, 2003) is an interrelated model of human “way of being” that identifies the core constructs of language, emotion and physiology as the means by which human reality is constructed and maintained. Flaherty (1999) proposes the Domains of Competence Model, which posits that there are three domains of reality in the world: the individual (I), the collective (We) and the external or objective world (It). In order to be effective, a person needs to develop competencies in all three of these domains.
According to The Linkages Best Practices in Coaching Survey (Morgan et al, 2005) which included participants from 19 countries, majority of organisations used coaching for developing leaders using one or a combination of the following models or concepts: 360-degree feedback (62%), Action learning (48%), Supervisor interview (48%), Peer interview (40%), Behaviour modelling (35%), Appreciative inquiry (32%) and Shadowing (29%).
Zeus and Skiffington (2005) suggest an approach that combines two or more of the following coaching models: Appreciative inquiry (focussed on strengths and competencies rather than on problems), Reflective coaching (helping executives to reflect on their issues rather than helping fix them), Observational coaching (based on self-monitoring, analysis and formulation of action plans), Business practice coaching (focused on coaching for start-up companies), Peer coaching (focused on feedback and support from a peer), Systems coaching (promoting alignment at all organisational levels with organisation’s goals and mission) and Team coaching (based on group coaching in workshop-type sessions).
Furthermore, Berman and Bradt (2006) propose a 4-category model of executive coaching defined by the intersection of focus (business vs. personal) and technique (brief-directive or extended-Socratic). They conclude that training or experience in the upper levels of managements is essential to develop the capacity to help corporate leaders with a broad range of needs and situations in which they find themselves. Birchall (2004) discusses coaching models applicable for executive coaching for financial advisers. Bliszczyk (2003) proposes a model for the examination of executive team decision making in the context of coaching teams. Haskell (2006) advocates applying of a combination of executive coaching models and CEO peer groups for effective leadership development.
It is apparent that all the above models provide an approach to coaching that is usually focussed on one perspective, task or underlying philosophy. In my view, it is important to combine different approaches and models to address a variety of complex issues inherent to executive coaching. I have therefore developed an innovative model “EXCELLENCE”©, in order to provide a holistic and multifaceted approach to executive coaching and corporate training. Further details about this model can be obtained here.
References
- Berman W.H. and Bradt G. (2006). Executive coaching and consulting:” Different strokes for different folks”. Professional Psychology – Research and Practice, 37(3), pp.244-253.
- Birchall B. (2004). Top performance requires a good coaching. Money Management, 18 (1), pp.14.
- Bliszczyk R. (2003). A model for the examination of executive team decision making: AFL coaching teams, Australian Journal of Psychology, 55, pp.116-126.
- Cooperrider D.L. (1995). Introduction to Appreciative Inquiry. In W.French & C.Bell (eds), Organisation Development (5th Edition), Prentice Hall.
- Egan G. (1982) The Skilled Helper. Model, Skills, and Methods for Effective Helping. (Second edition), Monterey: Brooks/Cole Publishing.
- Flaherty J. (1999). Coaching: Evoking Excellence in Others. Butterworth-Heinemann, Burlington.
- Greene J. And A.M. Grant (2003) Solution-focused Coaching: Managing People in a Complex World. Momentum.
- Haskell L.C. (2006), Confessions of a Trusted Counselor. Harward Business Review, 84 (1), pp.130.
- Hooijberg R., J.G. Hunt, D.E.Dodge (1997). Leadership Complexity and Development of the leaderplex Model. Journal of Management, 23 (3), pp. 375-408
- Morgan H., Harkins P. and Goldsmith M. (Eds.) (2005). The Art and Practice of Leadership Coaching. Wiley, New Jersey.
- Russell R.F. and G. Stone, (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 3 (3), pp. 145 – 157.
- Sieler A. (2003) Coaching to the human soul: Ontological coaching and deep change. Newfiled, Australia, Blackburn, Victoria.
- Zeus P and Skiffington S. (2005), The Coaching at Work Toolkit, A Complete Guide to Techniques and Practices. McGraw Hill, Sydney.
