ffective leadership is paramount to the success of every business. The leadership work can be challenging, but coaching can create a safe space where leaders can think, explore who they are, and refine their professional endeavors. Today, an increasing number of executives and managers in Alaska are capitalizing on leadership coaching to enhance their expertise and create positive outcomes for their organization.
Leadership coaches serve a distinct role for executives, managers, and other leaders. They facilitate a process to help clients define their goals, generate insights, and initiate action and new ways of behaving, says Diane Decker, who specializes in executive coaching, career coaching, and leadership development. “Coaching differs from consulting or advising in that it is about helping a client identify solutions that work for them, rather than me simply telling them what to do,” Decker says.
To Erin Sedor, founder of Black Fox Strategy, the primary role of a leadership coach is to support the client and enhance the skill and talent that already exists by providing a sounding board, fresh perspective, and—above all—an open and honest platform of communication. Sedor’s niche consulting practice works with clients of all industries, sectors, and sizes. “With leadership coaching and development in particular, the goal isn’t to simply provide an answer,” Sedor says. “It’s to help facilitate the discussion and thought process that allows a leader to expand their ability to find their own answers.”
When working with clients, leadership coaches typically follow an agreed-upon contract to help individuals achieve their developmental goals and career objective, according to Theo Hunt, principal of Theo M. Hunt Consulting. The contract covers specific goals and objectives as well as the roles and responsibilities agreed upon by all parties. The responsibilities outlined for the coach could include a host of duties, including reinforcing and supporting the success of the leader; providing open and honest feedback on how the leader is “showing up”; challenging the leader’s thought processes and perceptions; providing appropriate methods and learning materials; and keeping all conversations confidential.
In addition to certification, coaches are or were often in leadership positions themselves. However, Hunt says, having specific experience with the industry, role, organization, or problem being faced by the client is not necessary and can actually get in the way of coaching the leader. “This is because facing similar situations and challenges could put the focus on the problem or challenge, rather than on the leader growing their own ability to resolve the problem or challenge,” she explains.
Leadership coaching in organizations arises as a need when they realize that supporting good leadership creates measurable business success, says Dee, who provides executive and employee coaching for businesses ranging from Fortune 100 companies to small start-ups. “When organizations truly recognize that investing in their people in order to create sustainable success for their organization, better leaders, and successive leadership, then they jump at the opportunity that leadership development and coaching bring.”
From Sedor’s perspective, leadership coaching is generally driven by necessity. Strong, resilient organizations are run by strong, resilient people. And investing in people—at every level—is the key to sustaining long-term growth. “When a leader is ready to grow their leadership skills and is willing to work one-on-one is when the time is right to engage a coach,” she says. “The primary thing to remember here is that the type of coach is highly dependent on what the leader needs, as well as the fit and style of the coach engaged. It is a highly personalized endeavor.”
She continues: “It is in these times that leaders find themselves in unfamiliar territory that requires competencies far beyond what the day-to-day business demands. Experts abound, so I think the question is rather: What type of leadership coaches do clients need to work with?”
KMD Services & Consulting works with a diverse set of coaching clients with specific needs. Their goals may range from achieving time management skills to work-life balance skills to conflict management. It’s easy to coach someone who recognizes the value and wants to up their game, Dee says. But often his firm receives referrals for struggling individuals who are put on a performance improvement plan as well. “Once a client realizes we are there in support of them personally and professionally, it is very rewarding to see them take ownership of their choices going forward,” he says.
In addition, leadership coaches are focused on supporting those with a role that involves leading groups to accomplish specific goals and missions. New leaders may require additional support to succeed. “Often someone will be identified through their accomplishments that may have never led a group before,” Dee says. “It’s not uncommon for someone with technical skills to be promoted to a leadership position. The skills needed to succeed are different from the technical ones that got you there.”
The company’s coaching services are also beneficial for new managers or supervisors who may be less likely to seek additional support. Coaching can provide the kind of assistance that many of these leaders crave and need. “It creates more of a safe space for them to come together,” Wolf says.
Recently, Foraker launched its new Lead Up! program geared for middle managers. The program is designed for people who are in nonprofit management roles or who want to lead in an organization but are not yet executive directors. “It’s less about title and more about the desire to explore oneself,” she says.
Wolf says it’s important for clients to ask for what they want. Then, it’s her job to listen and explore those areas with them. “Coaching isn’t about me telling you what I think; it’s creating a safe enough space for you to tell me what you think,” she says.
Wolf enters each coaching relationship with the conviction that people are able, and it’s her job to help them learn—even from mistakes. “Mistakes are information,” says Wolf, who has her own coach. “I’m always about what did we learn… what did I learn. Our job is to make a different mistake.”
KMD Services & Consulting uses a formal approach with most clients, whether they are organizations or individuals. It conducts an intake to identify what clients want to accomplish and the benefits that would result to the organization and the person. “We often use formal and informal assessments to facilitate creating goals that are achievable,” Dee says. “Each coaching plan is very individualized and, depending on the goals that are agreed to, a schedule of coaching is developed.”
Dee relates the process to that of a sports coach. He explains: “You assess what that athlete’s needs are, develop a plan to achieve those needs and goals, develop formal and informal measures of progress, and then coach for achievement of those goals.”
The company also offers “whole organization” leadership programs that involve formal curriculum and can last from one to three years.
At Black Fox Strategy, Sedor meets with clients on a schedule and frequency that suits their needs. The meetings can happen by phone, video, or face-to-face, whether they involve the initial identification of goals or ongoing progress monitoring. “Because our practice is focused on strategy coaching, most of the work happens as part of the business cycle, and so tracking is a bit more straightforward,” says Sedor. “Notwithstanding, all professional development involves personal commitment and thus requires self-accountability. Having a clear understanding of agreements and roles keeps the relationship productive and progress steady.”
Decker agrees that there are many diverse types of coaching programs and tools. Personally, Decker draws from a variety of sources, trainings, and experiences beyond her initial coaching training. “Two of the most impactful things shaping my own coaching are the brain-based coaching skills I learned via the NeuroLeadership Institute and the principles of Acceptance and Commitment Therapy,” she says.
Clients can expect varied results from leadership coaching, and those results can manifest in different ways. For instance, Decker points to the times when clients tell her about an insight they have gained or new behavior they have tried, even when it felt scary or uncomfortable. “Many tell me they have great appreciation for a space to think out loud—where they feel safe to be vulnerable, to grow without feeling judged,” she says. “I remind them that although they are thanking me, it was them that did the work, and for that they should be proud.”
Hunt says the outcome will vary depending on coaching engagement, purpose, and focus. Some of the positive results her clients have garnered include increased comfort and confidence dealing with conflict and critical conversations; improved time management and productivity; success delegating tasks and empowering their team—even when working remotely; improved trust, collaboration, and teamwork within their leadership team; increased certainty and ability controlling what is theirs to control; and success improving complex processes by learning and applying process improvement tools.
Decker encourages leaders keep growth in mind, nurture self-compassion, and be vulnerable. “People respond to leaders who admit they aren’t perfect and don’t know everything,” she says. “They appreciate leaders who show a genuine desire to hear and learn from others.”
Sedor urges people to find opportunities to examine their humility and curiosity, which are essential to leadership. She says: “Without humility, we fail to see opportunities emerging all around us. Without curiosity, we don’t even bother to look.”
Dee says more organizations are instituting coaching programs to support individual and group achievements as an essential component to their overall success. “Successful individuals create successful companies,” he says.
And rather than offering advice, Wolf extends a broad call to action: Increase racial diversity in nonprofit leadership. Closing the racial leadership gap can help nonprofit organizations better support their missions and communities. “You can lead better with a more diverse leadership,” she says. “We want to create a space where we thrive, not just survive.”