personal conversations. You need to be able to communicate openly. The coach must have good communication skills. More often, problemsin leadership coaching engagements occur not because the coach failsto see the problem but because the relationship will not bear theweight of the message.
Rule Two: You must be able to talk to your coach aboutvirtually anything. An engagement that amounts to two peopleavoiding references to the 800-pound gorilla in the room is awaste of time and effort
Make sure that the leadership coach has a proven record of accomplishment. The coach must understand your requirementsperfectly. The goals of the engagement should be very clear.Remember that not all successful leaders make good leadershipcoaches. A good coach has a record of accomplishment as a successfulleader and as a successful coach.
Rule Three: Demonstrated skill as a leader is not sufficient.Some leaders are so ‘me’ centered that they have very littleroom in their ego-centered world for others. Demonstration of skill as a coach is important as well.
Good leadership coaching provides motivational support andestablishes productive focus. Good coaches pay particular attentionsupporting both. They help you manage change and feel empowered. These coaches work on the interpersonal aspects of the leadership.
Rule Four: Good leadership coaching works holistically andwithin the present context - a good leadership coach willconstantly connect the coaching to the work that the persondoes and the context in which they are working and living
One very important benefit of good leadership coaching is behavioraland performance enhancement. If the time, effort and money investedin the process is to be justifiable, you must improve as a leader andthat improvement must be measurable. The coach should help youover-come hurdles and meet challenges that had seemed daunting. Allof this progress should be measurable. Many ‘leadership coaches’ aregood at keeping the client’s attention away from the lack of metrics. They produce a series of emotional highs and finesse the issue of cost-benefit. Never let this happen in your leadership coachingengagement.
Rule Five: Avoid leadership coaches who do not insist onmetrics that will track the improvements in your leadership -