How Executive Coaching Can Help Leaders Strengthen Relationships

Stakeholders who are believers largely support the coaching process. Leaders who have the support of believers have it. One caveat to being an overly strong believer is that believers may think that the person being trained is perfect. Believers consider that any gap is mainly attributable to others or to the environment. For executive coaching to be successful, it is essential for a leader to possess the skill of relationship management.

This is the ability to build and maintain healthy relationships. A great leader uses these relationships to work with and influence others to reach common goals and create a shared vision. The job of an executive coach is to help the manager understand the strengths and weaknesses of the executive, which will assist them in achieving maximum performance. The six main principles for building trust and maintaining a good relationship with the people at stake are the key to a project manager's success. This may be because the interested party doesn't know much about a new executive or the approach to coaching.

In this collaboration between the coach and the stakeholders, the coach can adapt actions to achieve measurable results, while creating a foundation of trust and balancing the person's needs. Susanne is a project leadership consultant and author of The Power of Project Leadership (now in its second edition). Based on 25 years of experience as a coach, she offers five strategies to prepare a coach for success, including ensuring adequate access to different areas of the organization, reinforcing the coach's credibility with key stakeholders, and setting clear expectations and limits on the areas in which the coach will participate and will not participate. Every time you do so, you'll discover new insights to manage the relationships that are most important to your success and results. But as I pointed out in the story about the director of health operations, a coach has a very limited vision when he only talks to the executive he is training. Her collaborative approach, along with her honest observations, make her an admirable coach and leader. They usually expect you to say something like, “The executive needs to want to change” or “The executive needs to practice new behaviors.”.