Studies have shown that as many as 78% of executives see coaching as beneficial to their career growth. But what can an Executive Coach mean to an organization's bottom line?
"Executive coaching may seem like an unnecessary expense at first glance--especially in a slowing economy," says Certified Executive Coach Cathy Shaughnessy. "But, it's so expensive to hire from the outside, especially at the executive level. It's essential to have a long term view of staffing, particularly now when it's so easy to get distracted by immediate priorities. Organizations find that executive coaching pays big dividends when it allows them to build capacity in existing staff, and retain and grow talent inside the organization."
Carla Ladd concurs. "I am totally convinced that [executive coaching] is one of the most important tools we can put into succession planning for our organization," says the Chief Administrative Officer of the City of Kitchener, Ontario. "We thought it might be better to train internal staff to do executive coaching. But I'm completely sold on the idea that you have to have an external coach with no other connections with what you're doing."
Certified Executive Coach Cathy Shaughnessy says that "by definition, an executive is anyone with administrative or managerial authority in an organization. People in these positions face a variety of challenges as they move from role to role throughout their careers. An organization may have years--or decades--invested in an executive-level employee, only to see them hired away. That's not uncommon if the executive can't see a clear career path inside the organization." Shaughnessy says her goal is to help talented people keep improving their leadership and administrative skills, whether they are growing in place, moving to the next level, or creating their leadership legacy. "Coaching can be both a tool for professional development, and a 'perk' or benefit offered to an upwardly mobile administrator or manager," says Shaughnessy.
After he was hired as the Chief Administrative Officer of the City of London, Ontario, Jeff Fielding had to transition into a role where he would oversee 2,500 full-time and part-time employees and an $800 million budget. Fielding worked with Shaughnessy to develop his presentation and communication skills — skills he need to conduct management preparatory training for 360 of his new employees.
"Because there were so many in the program, we had to train them in small groups," says Fielding. "Cathy's coaching helped me achieve consistency of message and presentation, so each group got the same message. But without having to compromise my own personal style." He continues, "Cathy helped me identify my strengths and the weaknesses that were inhibiting me from reaching a higher degree of potential. She really helped me sort out what my career aspirations were and what I needed to change to achieve them. With Cathy's help, I was able to become more effective in my position while also bringing more balance into my work life."
And Executive Coaching isn't just for the public sector. Edilson Chimilovski had been with St. Marys Cement, Inc. for 15 years. The senior manager of corporate procurement was wondering what he could do to keep developing in his position at his company. "Friends recommended I try executive coaching. I worked with Cathy Shaughnessy for 12 weeks and I'm already starting to see results…good feedback from my employees and working better with my peers. It wasn't what I was expecting…I thought Cathy would tell me what to do about certain issues. Instead she listened to me and helped me define my own winning strategy to help me achieve my own goals."
Says Shaughnessy, "When I'm able to help someone like Edilson be more effective--and happier--in his current position or within an organization, that employee is more productive and more loyal. And that can really protect an organization's investment in that employee."
More information about Executive Coaching with Cathy Shaughnessy is available online at www.perspectiveinaction.com
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