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Joan Lloyd & Associates, Inc. - Tips for When, and How to Use an Executive Coach

Common reasons to use an Executive Coach . . . 

When you have a talented executive/manager who makes a solid contribution to the business but who (examples):
  • Has problems managing people
  • Can’t communicate his/her ideas effectively
  • Has problems making good presentations
  • Is trying to change the culture and is meeting with resistance
  • Has an ineffective personal style
  • Has an image problem
  • Needs feedback on a sensitive personal issue
When you have a new manager who (examples):
  • Was promoted into a large stretch job
  • Was promoted into a job with high risk/visibility
  • Never managed a large group of people before
  • Never managed multiple departments
  • Never worked outside of his/her technical specialty
  • Has a manager who can’t provide much coaching
When you have a valuable contributor who the company wants to save from outplacement / termination (examples):
  • The employee hasn’t been told the truth by past managers and the company feels a sense of responsibility for the employee’s predicament
  • There is a political time bomb ticking and the company is trying to avoid a lawsuit
  • The person is connected politically in some way to the owner (friend, family member, protégé, etc.)
When you have a star employee who (examples):
  • Needs to polish skills in communication to upper management
  • Needs to become more politically astute
  • Has to grow quickly to move into a bigger job fast, due to business changes, sudden death or retirement of key executive, etc.
Pitfalls to Avoid When Working with an Outside Executive Coach . . .
Before you hire an outside coach:
  • Check references—speak to people the person has actually coached, as well as to their managers.
  • Choose people who have executive experience, if he/she will be coaching executives.
  • Choose a coach who has a successful track record of managing people, if he/she will be working with someone on employee issues.
  • Beware of a coach who has had limited personal experience with organizational politics, especially if the issue at hand is political.
  • Coaching certificates, from coaching “universities,” don’t guarantee the person will be a good fit, or have the necessary skills.
  • Ask for all fees upfront, including potential charges for phone calls, in-office research and preparation, instruments, etc.
  • Match the coach to the person. One size doesn’t not fit all.
  • Set clear expectations about marketing other services while working with a client.
  • Beware of the coach who overuses instruments because they lack the experience or skills themselves.
  • Be cautious of a coach who doesn’t have a sense of urgency and professes the need to have a long, expensive relationship.
  • Be careful of the coach who seems to be too eager to take any assignment, without thoroughly probing into the desired outcomes to see if he/she is a fit.
  • Be wary of the person who may be acting as a “coach” between jobs.
  • Be cautious about someone who doesn’t have any past success stories to share
  • Avoid someone who can’t articulate his/her consulting philosophy and principles
  • Others?
Beware of the coach who doesn’t do the following early in the process:
  • Identify measurable outcomes in a three-way conversation between the manager/coach and person to be coached (and internal HR coach, if applicable)
  • Set agreed upon ways to monitor progress
  • Get agreement from all parties about how to handle confidentiality
  • Set expectations about logistics of where and when.
  • Clarify roles and responsibilities of all parties
  • Establish rapport and trust quickly with the person to be coached
  • Actively involves the person’s manager in the process
  • Partners with HR in a respectful, collaborative way
  • Others?
When to use an Internal Coach
  •  Performance problem is of a technical nature (not behavioral)
  • Internal coach has necessary skills and is seen as objective
  • Internal politics will not prohibit an open, honest coaching relationship
  • The specific behavior change does not require extensive behavior modification
Before You Begin . . .
Regarding the “Client” requiring coaching:
  • Does the person know there’s a problem / need for change?
  • Has the person’s manager / others provided honest feedback and expectations?  If not, who will do this and when?
  • Have consequences been clearly spelled out?
Are you the best person to be the coach?
  • Do you have good rapport and trust with this potential “client”?
  • Are you removed enough from the issues to be seen as impartial and objective?
  • Are you willing and able to be an honest mirror of the clients behavior and can you provide non-judgmental feedback?
Do you have a clear understanding of roles, responsibilities and philosophy?
  • What will be confidential?
  • What will go in the “record” and how will it be used?
  • Who is your primary “client” – the individual, or the person’s manager?
  • What role will your own manager / others play?
  • Who will you need to keep updated?
  • What is your real goal? (Are there any unstated, organizational goals?)
Joan Lloyd & Associates’ Executive Coaching Process

Client Testimonials:

"Joan was instrumental in coaching a new team of professinals across multiple organizations with structured and balanced approach.
 ~ Nata Abbott, GE MPS Grant Executive, GE Healthcare 

“Joan Lloyd is a remarkable individual. She has expert knowledge in coaching, and her results consistently exceed expectations. She has exceptional integrity and I am fortunate to have worked with her.”
 ~ Jeff Plass, Director Global EHS, Kohler Company

Joan is an outstanding executive coach. She has a personal approach that develops deep insights, providing focus and clarity throughout the experience. I enjoyed working with Joan immensely and continue to appreciate the longer-term career viewpoints that she provides."
 ~ Greg Ciriacks, Director Global Supplier Quality, Rockwell Automation

Joan's executive coaching approach is straight forward, energizing and fun. She connects on a personal level, cares about her clients’ success and gets outstanding
 ~ Mark Ship, Vice President, Access & Referral Services, Children’s Hospital & Health System

Joan was an excellent executive coach for me. She has provided me with a new set of management tools that have been valuable. I have shared many of her ideas with my staff and colleagues. I recommend Joan highly to executives looking to improve their skills.” 
 ~ Scott Lord, VP, Operations & Residential/Light Commercial Business, Kohler Company

Joan Lloyd demonstrates competence in her field that is a benchmark for others. Striving for top performance with each effort, she is knowledgeable, personally flexible, and an innovator. Her standards are high; she is a professional in every sense of the word. I am happy to recommend her as an outstanding coach and strategist. 
 ~ Rick C. Bauman, Ph.D., Organizational Psychologist, Partner/Office Manager, Humber, Mundie & McClary

Joan is a pleasure to work with, she's high energy, engaging, personable and a knowledgeable resource to any organization. Joan has worked with Kohler on many different levels from coaching/enhancing employees in presentation skills to driving HR's ability to be strong business partners to executive coaching, all forms have been exceptional. I highly recommend Joan's services.”  
 ~ Polly Nachreiner, HR Generalist, J.F. Ahern Company

Joan has a deep understanding of the internal consulting skillset, and how to influence executives. Joan is an excellent coach - both in the classroom and one-on-one - and tailors her feedback and recommendations to the individual. Joan is a trusted business partner, whom I can recommend with enthusiasm.” Hired Joan more than once as a trainer/facilitator. 
 ~ Jay Grych, Curriculum Manager, Kohler Company

“I have known Joan for about 20 years and in that time have come to know her strengths as a pragmatic business advisor. For many years Joan has written a syndicated newspaper column, and there is one such article that has stood the test of time so much for me, that I still have it on my desk today, and still refer people to it. What more could you ask for?”
 ~ Deborah Seeger, Co-Founder, VP- Operations, Patina Solutions Group, Inc.

Joan Lloyd is an expert in developing people and organizations. I have worked with her at BizStarts Milwaukee, and other ventures. Her expertise is unmatched in her field. I highly recommend her for coaching and consulting.” 
 ~ Barbara Bartlein, RN, MSW, CSP


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Milwaukee, WI (414) 573-1616