You are an executive who is challenged to the maximum every day. No one needs to explain to you the expression, "It's lonely at the top." In previous jobs you could speak openly with a variety of colleagues, but now you don't have that luxury. There are times when you would really appreciate a highly skilled confidant with whom to discuss key business issues. Organizations understand this need and are increasingly providing executive coaches to senior people like you. They know that concrete, specific, expert coaching can make a major difference in an executive's performance. The following recommendations are intended to help you make the most of any current or future coaching relationship.

1. Don't Expect The Coach To Fix You

   In this unique partnership, the coach advises, explores options, provides feedback and encourages risk-taking. You, however, must take what is learned in the coaching sessions and apply it back on the job. This process requires accepting that perspiration and anxiety are necessary ingredients for professional success. Many years ago I overheard a very unhappy employee criticize his coach, "I met with the coach, did all the exercises and I'm still in this dead-end job." The employee failed to understand that he must do the necessary "heavy lifting" to move ahead in his career. He abdicated all responsibility to his coach. The bottom line is, "Once the talking is over, you have to execute!"

2. Drop Your Professional Game Face

   The traditional advice to executives is, "Never let them see you sweat." This may apply in many business situations, but not with your coach. Take a leap of faith and learn to trust your coach. Don't be cautious with the coach or attempt to impress him or her with your latest accomplishments. Coaching sessions are designed to leverage what you do best, but also to work on new skills and development needs. Let the coach help you with behaviors that will take you to the next level.

3. Develop A Plan And Stick To It

   Coaching is not intended only to provide support for the executive. This powerful process is mostly about achieving specific outcomes, as detailed in a written action plan. You and your coach have a joint responsibility to "work the plan" and not be sidetracked by the comfort of extraneous topics. When the coaching relationship is finished you want people to say, "I can't believe how much you have changed. That coaching process really made a difference." Having a plan and sticking with it will go a long way to ensuring such comments.

4. Design Opportunities For The Coach To Observe Your Work

   There is a tremendous multiplier effect whenever the coach can observe you in action. These opportunities could include: leading a meeting, delivering a presentation or coaching an employee. Specify exactly what you want the coach to focus on in these real-time situations. Experienced coaches can serve as a "video recorder" and play back helpful observations and recommendations. The coach can report on how individuals reacted to your specific words, reinforce effective behaviors, and suggest alternative approaches for the "next time."

5. Capture Critical Incidents

   Many of my clients find it helpful to keep a journal of work situations for discussion in our meetings. This Critical Incident Journal helps make the best use of our time together. In our sessions we focus on incidents having the highest potential for organizational and personal impact. We dissect these important situations looking for common themes, exploring options and deciding on a course of action. Clients find that when they review the journal several months later, they find dramatic evidence of how much they have grown. Keeping a Critical Incident Journal is another excellent way of taking responsibility for the outcome of coaching relationships.

I am confident that if you apply these recommendations in a coaching relationship, you will achieve uncommon success.

You may also be interested in the article, "Selecting an Executive Coach."

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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