|
Managing Expectations as Executive Coaches
As executive coaches we often are required to manage the expectations of our clients
on many aspects in the coaching process. What can happen however is that we don’t manage our own
expectations and sometimes don’t practice the very thing we preach.
I would arguably like to make the assumption and say that many executive coaches have
the expectation that their clients will reach certain understandings, change certain behaviours or reach
certain milestones at particular points in time.
This is often brought about by the pressures of achieving results and the time constraints place upon
them. There are numerous unwritten ground rules and implicit promises made by both parties at the
commencement and throughout the business coaching process. These can be anything from having the
commitment to change, taking the required actions or being on time for a business coaching session.
The point is that these expectations are usually only broadly touched upon and ultimately can
contribute to the downfall of the success of an business coaching program. What if the expectations
of both the executive coaches and the clients are set out clearly and specifically at
the commencement of the program?
All aspects that are key elements to the achievement of the business coaching outcomes and relationship
dynamics need to be considered. These are too numerous to discuss in full however factors such as
the amount of time that the client will give to the coaching process, willingness to change, degree
of total transparency and honesty and feedback are important aspects.
This also forms part of building one of the essential elements with executive coaches, that of
building trust. Trust cannot be developed without meeting the key expectations of the parties concerned.
Let’s face it how much trust can exist if what is expected does not show up?
But what if the business coach reaches the point of realisation that his client is not
moving forward and that perhaps he may not be the best person to coach this particular person? Is there
an expectation that the client will raise the issue and is there an expectation that the business coach will do the
same and find another professional to take over?
Naturally other contributory factors will affect results so there needs to be clarity on the causes of
stagnation. Sometimes it may even be the case that unrealistic expectations are set in the first place and
that the process was sabotaged from the start.
Either way and in any case expectations will be a factor and setting, managing and communicating them are
crucial for without this the business coaching process can be jeopardised.
|
