Someone I met recently asked me, "how are you different from other executive coaches?"
Many coaches struggle with this question.
My first instinct is to interpret this as "what makes you better than other coaches?"
But I don't view myself as better than other coaches.
I believe every coach is the right fit for the right client.
And my unique combination of background and approach is the right fit for the right client.
Five Ingredients in my Coaching Recipe
1. My experience and background.
For most of my career, I've been part of three of the most complex and successful companies in the world. Each is a Fortune 100 company.
Home Depot, Bank of America, and TIAA.
In each of these companies, developing leaders was a key focus.
This has given me a rich understanding of leadership that I share with every client.
2. My personality.
My clients tell me I'm a calming presence amidst the noise and stress of their work lives.
They also find me to be trustworthy, empathetic, and non-judgmental.
As a result, they tell me anything and trust me with their most difficult thoughts and feelings. They know I will not think any less of them, so they don't have to edit their thoughts.
They tell me like it is.
3. My belief in measurement.
My academic training is in Industrial-Organizational Psychology. Measurement is part of my DNA.
So, it's part of my coaching process.
Typically, I incorporate measurement in the following ways:
360-degree feedback surveys or interviews at the beginning of an engagement.
Reflection on progress throughout the engagement.
Stakeholder check-ins at the end of an engagement.
This makes it clear how clients are progressing so we can adjust along the way.
4. My view of motivation.
A common missing ingredient in leadership development attempts is motivation.
Clients must be clear on "what's in it for me" to change.
But motivation isn't easy. We all find different things motivating.
Ultimately, the best motivation is intrinsic.
We have to want to develop and grow for ourselves and not for an external reward. Finding this intrinsic motivation is the key to real progress.
5. Encouragement to develop in public.
Most of my coaching clients want to change their behaviors AND others' perceptions.
Changing others' perceptions is often harder than changing behaviors. People remember things that happened years ago. Supplanting memories with new impressions is challenging.
Developing in public makes it easier to change perceptions.
I encourage my clients to tell people what they're working on when appropriate and ask for help.
This signals my clients' efforts to others. It increases the likelihood their improvement will be noticed.
So, it’s the combination of these five ingredients that makes me different.
For the right clients, it's exactly what they need to move forward.