Why Every Leader Needs a Coach

In the world of sports there is a natural tendency to respect those who have succeeded on their own. These are the Olympians who have climbed to the summit by sheer strength of will, and raw talent. They have shown us all how to win. They have made it look easy. These are the heroes of the press, and the public. We look at a Sir Chris Hoy or a Rebecca Adlington and marvel at their success.

But, what makes Sir Chris Hoy or Rebecca Adlington so good?

Each has extraordinary talent. Each has tenacity, focus, and perseverance. Even if they did nothing more, each would be considered good athletes in their respective sport. However, each has taken an additional step, a step that has helped them achieve their well earned reputation. Each has a coach.

Why would someone as talented as these players use a coach?

The answer is actually relatively simple. In the heat of the event, neither can be an unbiased judge of how he or she is performing.

The same is true in business and government. In the heat of the boardroom, when the future is clouded by the fog of war, sagging economies, and a need to change the organisation, leaders are not always the best critics of their own performance, or the best judge of how their behaviour is affecting the organisation. A coach who can view the play from the sidelines can be an invaluable ally.

The role of coaching in the business and government world has changed over time. According to a recent article in the Harvard Business Review (HBR):

'Ten years ago, most companies engaged a coach to help fix toxic behaviour at the top. Today, most coaching is about developing the capabilities of high-potential performers.' (Harvard Business Review, January 2009, "What Coaches Can Do for You", Diane Coutu and Carol Kauffman)

In the business and government world, about half of the coaches employed today are focused on the positive side of coaching, developing high-potential talent to assure top corporate performance. Another quarter of all coaches are focusing on strategic issues and organisational dynamics.

For the potential leader or manager seeking to improve and grow, a coach can provide insight into how behaviours are affecting the organisation, an independent assessment of the extent to which change efforts are achieving the desired results, or insight into which new behaviours are or are not working.

However, as the HBR pointed out in an article in 2007, learning and growing takes a significant amount of effort:

'The development of genuine expertise requires struggle, sacrifice, and honest, often painful self-assessment. There are no shortcuts. It will take you at least a decade to achieve expertise, and you will need to invest that time wisely, by engaging in “deliberate” practice—practice that focuses on tasks beyond your current level of competence and comfort. You will need a well-informed coach not only to guide you through deliberate practice but also to help you learn how to coach yourself.' (Harvard Business Review, July-August 2007, "The Making of an Expert", K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely)

(Much of Ericsson's research is based on the world of athletic and artistic high performance - see for example, this 1994 New York Times article - http://www.nytimes.com/1994/10/11/science/peak-performance-why-records-fall.html?pagewanted=all ).

Don't expect instant success, and at the same time, expect constant progress. True mastery of of any trade or profession takes time.

Finally, you might find the following very short video of Eric Schmidt, CEO of Google, interesting. If Eric Schmidt can benefit from having a coach, so can you.

For further information on the business coaching and mentoring services provided by Positive Leadership, please contact Gavin Hastings (gavin.hastings@positiveleadership.co.uk ).

Why Every Leader Needs a Coach