2 CORE EXECUTIVE COACHING COMPETENCIES
In the realm of coaching, your competencies are your tool kit. They are the tools with which you build the framework for a comfortable, solutions-focused coaching relationship. It is the skills that you possess, and how you wield said skills that grant the client the permission, or environment, in which to thrive. Without your skill set being complimentary to the work that is coaching, there can be loads and loads of work taking place, while at the same time – no progression.
One coaching skill or competency in which potential coaches will want to be most proficient is resourcefulness. Smith (2006), states that in order for the client to be able to realize their resourcefulness, a good start is the coach’s own sense of resourcefulness. The Coach should be resourceful, and confident in their competence, as well as their resourcefulness. The coach will usually also remember a time when they were not so resourceful, and to have had that experience, there should be few places where the coach should not be able see the client obtaining victory through their struggles.
One more skill that competent Executive Coaches will want to be the most proficient is active listening. In this case a background rooted in actively listening and working as a counselor/therapist, etc. for quite a number of years proves very helpful. Many counselors/therapists have recently transitioned to coaching, yet have always strived to fit their former treatment (now Action, or Strategy) plans to the client’s expressed desires and goals. Smith (2006), alludes to the fit between the coach’s tool and the client’s expressed desire being the quality of the coach’s listening skills.
The resourcefulness that a coach possesses will empower their clients to have confidence in their competence, their ability, and the resolve needed to mine the resources needed to equip the client with the solutions, and tools that they can then take action with to forward the progress of their coaching program. Without an adequate amount of resourcefulness a coach may find themselves out of depth. This feeling is easily transferrable to a sensitive client, and if they feel that the coach is overwhelmed or at his wits’ end it will be harder for them to forward the progress. The sheer feeling of adequacy affords a coach a calm demeanor, and composure in the face of a client’s storm and they should be sure that they will be able to be of relevance in their client’s quest.
It is not the hardest thing in the world to be a very competent skillful Executive Coach. It takes patience, years of learning, and listening, the experience to feel what is beneath the surface, and the intuition to foresee the blockages that are not being brought up, or perhaps even acknowledged by their clients. Many coaches are able to feel their way through sessions, and introduce their clients to the real issue, which many times went undetected. Once a client is empowered to see the real culprit that is denying them entrance to the Next Level of the playing field, they are effectively back in the game. The first part of this Change Facilitation is Active Listening. Then, once the barrier has been detected the skill in Resourcefulness deploys in order to facilitate the removal of said barrier and enable Optimal Performance Enhancement.