A new title isn’t the only reason to consider executive coaching. Sometimes the signal is a conversation you keep postponing, a decision you keep revisiting, or the feeling that the way you lead needs to change.
Start with a situation, not a label.
Instead of asking whether you “need a coach,” name the situation you would like to handle more effectively. That makes a discussion about coaching more useful and gives you a starting point for evaluating fit.
- A bigger role: You have more responsibility, broader relationships, or a new set of expectations.
- A recurring pattern: The same communication or delegation challenge keeps appearing.
- A difficult decision: You want space to examine assumptions and consider your choices.
- A gap in impact: Your intentions are good, but the response from others suggests something is getting lost.
Know what you want to work toward.
You don’t need a perfectly written objective. A simple sentence is enough: “I want to delegate with clearer expectations,” or “I want to prepare for a different level of leadership.”
Before a first conversation, ask yourself: what would I be doing differently if this work were useful?
Discuss the working relationship.
Ask how goals will be set, how the coach approaches the work, and how you will reflect on progress. If your organization is sponsoring coaching, clarify confidentiality and sponsor communication before you begin.
Coaching works best as intentional work on a relevant challenge. A conversation about fit can help you decide whether it is the right next step.
Bring the idea into your organization.
Tell us about the situation you’re working through and the people you want to develop.
Explore executive coachingThis is proposed editorial copy for review by Dave and Christy before publication.
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