SelfhelpMagazine

by John E. Glass, Ph.D.

Question

What assumptions does an executive coach make about the executive's mental health status?

Answer

When doing executive enhancement consulting, you assume that the executive is psychologically sturdy and can tolerate careful examination of her executive performance. You also assume she is capable of changing her job-related behaviors without becoming too anxious.

Many of the reactions of mentally healthy executives to the executive coaching process are similar to what you see in clinical populations; however, do not to jump to the conclusion that the executive is psychologically disturbed. Most executives have never carefully examined their behavior with another person; nor have they ever used a consultant to plan and implement personal, behavior change programs. It is normal for them to be ill at ease at first; not to be so, suggests overly permeable personality boundaries.

When coaching executives referred by the company because of problematic executive behavior, assume that the executive is psychologically sturdy and can tolerate careful examination of her executive performance. The referral may result from many contextual problems in the company. Most importantly, the person is not coming to you voluntarily.

This produces a consulting process initially marked by guardedness and resentment. Pay attention to your counter reactions, empathize with the person and patiently build a positive consulting alliance. The one thing you can assume at first is that the executive does not trust you. You have to earn that.

About the Author:

John E. Glass, Ph.D. is a sociological practitioner with over 11 yearsexperience as a consultant, educator, counselor, educator, and researcher.He is on the Board of the American Academy of Sociological Practitioners, on the faculty of the Institute for Integral Development, a member of the Sociological Practice Association, and a member of the International Coach Federation.

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