In order to understand significant changes in the selection of executive coaches, this survey is being conducted among executive coaches who work primarily with organizations and their executives based in the UK. 

A parallel survey will run for buyers of executive coaching services based in large global organizations and government bodies.   The survey may be run in other markets in the future. 

Historically most executive coaching services have been purchased on the basis of recommendations, referrals or Face to Face interviews.

That’s changing fast in the UK; now there are several ways in which organisations select external executive coaches. Approaches used by organizations in the UK  are already influencing practices and views on coach selection in other markets.

This survey is designed to understand:
-what buyers of coaching services and experienced executive coaches think of these changes and trends;
-if there are similar or different views among buyers and coaches; and
-the needs and expectations both buyers and coaches have of the coach selection process.

By participating in this survey, you will help create a broader view of the executive coaching market from both buyer and coach perspectives and contribute to a growing knowledge base.

You will also receive a copy of the survey report.

As an executive coach, you will be better informed through this report about market practices in executive coach selection. The questionnaire and report will also prompt you to think about the types of selection processes you participate in and how you want to present your approach to executive coaching in these processes. 

David Backinsell and Carol Braddick, two independent UK-based executive coaches, are sponsors of the survey.

To participate in the coach survey, please go here: http://www.surveymonkey.com/s/coach-selection-coach

The survey closes on 9th April 2010; a survey report will be published in July and copies will be available free of charge to all respondents. All respondent data will be treated in strictest confidence. 

 If you have any questions about the survey, please contact the sponsors:
survey@carolbraddick.com
survey@dbackinsell.com

You and the consultant have designed an application form for prospective coaches to complete. Based on these apps, you’ll select coaches for an interview first with the consultant, then with you and your staff inside the company.

On the application form, you have asked coaches to provide references, specifically: Executive coaching client’s name, company and contact information.

Let’s see what this raises for buyers of coaching inside companies, coaches and clients:

• Buyers: how can you manage the confidentiality of this information on execs at other companies? Are you and your execs ok with this kind of information being supplied by coaches as they participate in coach selection processes at other companies?
• Coaches: How do you manage providing reference information with company or executive preference/policy on confidentiality?
• Clients: What preferences have clients expressed on reference requests?

Look forward to your thoughts and suggestions on how to deal with references at any stage of the selection process!

Corporate HR has designed a process for engaging external coaches, which includes a role for local HR BP’s. Their role is to support engagements by: assisting the coachee and coachee’s manager with the decision to work with a coach; giving input to the diagnostic phase of the coaching engagement; providing feedback to the coachee as he or she develops and practices new skills; and evaluating the overall success of the engagement.

However, some of the HR BP’s have not had any preparation for this role. They don’t have information on the process or their role. Some are more comfortable or skilled than others at taking on this role. The budget for your coaching engagement includes time/fees to involve the HR BP’s in this role, but assumes they are up to speed and effective in this role.

How would you work with the HR BP’s at this company?

During these conversations, she/he tells you that the client is up for promotion, and a few conversations later, tells you that the promotion is approved…..and asks you to keep this confidential so the promotion can be announced at an all hands meeting with a great deal of flair and celebration. Meanwhile, your client has only inklings that she/he may be in line for the promotion, nothing more specific.

Should a coach keep this confidential? How would you handle this? How would you handle the next coaching assignment you take on at this company?

Executive A begins to work with a specialist on presentation skills. She is working on developing a more engaging style when speaking to large groups. You’ve been working with her on leadership style.

Then her boss engages a specialist to work with the full leadership team on their vision. As part of this work, this specialist has room to take on 1:1 coaching with members of the team, using what the specialist observes and gleans from the team’s session.

What does this raise for you? How would you manage this? (And there is also the possibility of a check-in with the previous coach)