Wed • Aug 19th, 2009 • by Tom Nees • Comments 6
– while sailing on the Chesapeake Bay and running through the U.S. Naval Academy
I just took a leader to the Baltimore-Washington airport following a two-day conclusion to what has been a six-month executive coaching engagement.
During these two days we spent several hours reviewing and interpreting the results of his 360 Feedback Report and his iWAM self-assessment on motivation and behavior. With what he learned from those reports he took most of an evening to develop the outline of an action plan which we spent the next morning refining.
Before looking at the specifics of his plan he told me that he had come to understand that this executive coaching experience was less about what he was going to do as result of this experience than about who he is becoming as a leader. I thought – right on, you’ve got it.
However, his action plan was very practical. It included steps in the personal development of his leadership style – correcting some things that are not working for him as well as he would like. It also included specific action steps for advancing goals and outcomes for his organization.
He’ll share his plan with those who I interviewed on his behalf for his feedback report. And I agreed to continue talking with him about implementing the action steps he believes are important for his personal development and the influence he has upon the organization he leads.
I’ve gotten well acquainted with him after two on-site visits and this time together. Early morning coffee, extended conversations during meals, gelato at the City Dock in Annapolis, sailing on the Chesapeake Bay, running through the U.S. Naval Academy provided valuable and enjoyable time for unhurried and restful reflection. Getting away for a few hours seemed to help him and me drill down to the most important leadership issues in his life rather than simply responding and reacting to the unrelenting urgencies of his assignment.
As he left with an action plan in mind and written down so that others will know what he wants to do, I wondered. How many leaders have taken time, and have the courage to get candid third-party feedback from those who know them best? How many leaders are aware of what motivates them and how their behavior affects others? And how many leaders have a plan – not only for the organizations they lead, but for themselves?
The value of executive coaching for leadership development is in the action plan. Without an action plan, assessments and reading about leadership provide interesting information with little positive outcome.
August 19th, 2009 at 12:57 pm
Tom. This was a very meaningful experience and essay. Most leaders (whether elected, appointed, or self designated) do not have an automatic capacity for correction or self evaluation. I am glad your client did. I am a big believer in action plans, with the operative word being action. There are many plans, often little action. Thanks. Franklin
August 20th, 2009 at 7:36 am
Wow! How timely as we prepare for a 2 year Pastoral review.
August 20th, 2009 at 7:53 am
Sonya – good to hear from you. I think this kind of coaching has significant benefits for the pastor/congregation partnership.
August 20th, 2009 at 1:27 pm
Tom,
I suspect there is a correlation between the ego-strength of the leader and the willingness to get feedback. I tend to think that former NYC Mayor Ed Koch was on track when he would frequently walk the streets of the city and ask passer’s by, “how am I doing?”
Quent Studer of the Studer Group would Amen your essay as well.
R
August 20th, 2009 at 2:52 pm
Randall – You are right. I have found that the StrengthsFinder assessment is a good way to begin coaching. As leaders who may be discouraged or suffer low self esteem understand their strengths they are better positioned to benefit from feedback.
August 26th, 2009 at 1:40 pm
Julie – Thanks for your interest. I’ll be glad to talk with you further.