Coaching
My work in the coaching area has focused primarily on making those responsible for information technology management more effective in their organizations and with their individual teams. Some of this work has been with CIOs and CTOs and some with COOs and CFOs. I have also worked with the direct reports to CXOs.
The coaching process begins with an assessment of the responsibilities of the executive – the things they are expected to do and not do in the organization to “succeed.” This is followed by an assessment of how impact could be defined beyond the current definitions and constraints. All of this is followed by an assessment of the executive’s abilities, experiences and perceptions about himself/herself, the role they’re playing and the organization in which they find themselves.
The coaching objective is usually an assessment of the “match” between the organization and the executive with recommendations for optimizing the relationships in the environment. Sometimes the recommendations are straightforward, but sometimes they are complicated. The coaching process is designed to help the executive navigate through whatever obstacles and constraints exist in the company or within the executive’s immediate team.