Part 2: How Nonprofit Executives Use an Executive Coach, cont'd

In the first segment of the discussion on "How Nonprofit Executives Use an Executive Coach,"
I talked about my own experience of having a coach for most of the 30 years I was a nonprofit CEO.

I began the list of the most important benefits I received from coaching with #1: Sounding Board or "Hired Ear." The second and equally critical benefit I received was Personal and Professional Accountability. There's something magic about the act of making a commitment to another person, particularly when they are an intellectual match AND your are paying them! Unless you are very unique, you have experienced disappointment in yourself when you didn't keep a commitment you made to you. New Year's resolutions are the most obvious.

However, I believe that this process of what is essentially good intentions unfulfilled is like a progressive disease. After awhile, there is a self-fulfilling prophecy: when you intend to do something and know ahead of time that it probably won't happen, guess what? It doesn't happen!

When you make that commitment to your coach, including a specific date and reporting process, something gets triggered that makes you follow through. Whether it's guilt if you don't or embarrassment or whatever, your inclination is to keep the commitment. And when you make commitments week after month after year, it not only becomes a habit but you actually increase your productivity dramatically.

With the candid feedback of your coach, you also perform in a more self-aware and intentional manner. In other words, you reduce the unintended effects of language--both verbal and body--that can reduce or eliminate any hope of achieving your goals.

Coaching with a trained and experienced professional (see my bio: http://www.coachingjudynelson.com/,) is the best strategy I know to help a manager and aspiring leader to mature emotionally and professionally in a safe but challenging environment.

Of course there are other tools that can enhance this process. Next time I'll talk about a third coaching strategy that I found extremely helpful: the anonymous and confidential "360" or multi-rater assessment by colleagues, managers and direct reports. When interpreted by a trained coach and with mutually established goals, the impact can be astounding.

Much of what I am addressing is related to the concepts of "Emotionally-Intelligent Management." That is the title of my chapter in a new book entitled, "Leading the Way to Success." My co-authors include management guru, Warren Bennis and Jack Canfield of "Chicken Soup for the Soul" fame! To reserve your copy: Orders@CoachJudyNelson.com.

Best,

Judy

Judy Nelson, JD, MSW
Certified Professional Coach
http://www.coachjudynelson.com/
www.blogtalkradio.com/coachjudynelson

How Do Nonprofit Executives Use an Executive Coach?

After 30 years experience as a CEO and having my own coach most of those years, I've learned a lot about the art of coaching a nonprofit CEO. To specifically answer the question of how nonprofit executives use an executive coach, it makes sense to start this discussion with my own experience.

Very quickly after I became a CEO/Executive Director for the first time, I knew that I was in over my head and that I needed help. I reached out to several colleagues who provided resources, consultation and referrals that were extremely helpful. (For my bio, visit http://www.coachjudynelson.com/.)

In my second stint as CEO, it became rapidly apparent that I needed more than just a variety of colleagues to assist me. I was in a new state, a new county, a city, a new neighborhood--and a new job that required an intimate understanding of state and county regulations and systems. It was also so big that a GPS was absolutely vital--only GPS was not invented back then! Very quickly I knew that if I didn't have some personal support, I wasn't going to make it.

To my great good fortune, I was referred to an experienced human resources expert who was freelancing. From the moment we said "hello," on the phone, I knew I had found someone I could talk to. After our first face-to-face meeting, I knew that I could trust her completely--and, that she was not only an intense listener but someone who could help me translate an abundance of creative thoughts into strategic action.

Since that time, I have never been without a coach, including now as an Executive Coach and Management Relationship Trainer. (More information about my services at http://www.coachjudynelson/.)

The relationship with my first coach (although she never called herself that) lasts to this day although the formal connection ended when she changed her career focus over 15 years ago. Since then I have engaged four other coaches with different strengths and experience--and learned valuable new skills and insights from each.

There are several coaching techniques that I personally found extremely helpful. Today I will discuss the first technique, one that I found invaluable.

1) Sounding Board (or a "hired ear")
The art of what I call "extreme listening" is a talent and expertise rarely found in either the business or nonprofit worlds. The coach skilled in extreme listening actually does what all the books say about listening and much more: paying full and undivided attention; listening to understand, never to judge; integrating body language, emotions, tone and pitch of voice; asking strategic questions at the right time; incorporating context and timing issues; interrupting only to clarify--and most of all, providing truthful, objective feedback--the good, the bad and the ugly--but with a caring and respectful demeanor.

A CEO of any organization gets occasional (or worse, constant!) uncaring, negative feedback from employees--if she/he gets any feedback at all, other than the covert signals sent out by those who are disgruntled. What a CEO rarely, if ever, gets is caring but unvarnished truth about his/her behaviors, attitude, style or performance.

In those times when I have not had a coach available to listen extremely, I'm confident that my work suffered because of the lack of a bright, knowledgeable and attuned kindred spirit to not only listen but to reflect with me and challenge non strategic thinking.

Next time, I will discuss the second aspect of coaching that was so vital to me: Personal Accountability.

I welcome your response and ideas on this subject either here or to Judy@CoachJudyNelson.com.

Best,

Judy

http://www.coachjudynelson.com/
Judy@coachjudynelson.com
Tollfree: 877.yesJudy (877-937.5839)