LEADERSHIP DEVELOPMENT THROUGH EXECUTIVE COACHING

Dr. Prakash Bhide

Traditionally coaching in India was perceived as a stigma and often clubbed with counseling which was primarily meant for corrective actions Executives were reluctant to be coached as it was viewed by peers and subordinates as something against the coachee. Bosses and organizations sometimes considered it a last resort for correction of negative behaviors or performance before an exit, stagnation or sidelining of executive. This perception is now changing as executive coaching is being seen in positive light and is being sponsored by the CEOs and organizations to develop and motivate high potential employees for accelerated growth. In fact, executive coaching is today viewed as a special leadership developmental initiative for 'high potential leaders' who are on accelerated career path.

Today, executive coaching is seen as for 'successful leaders to become more successful'. Many CEOs and top leaders feel lonely and isolated. They have their fears, doubts and at times feel their inadequacies. In spite of these, they have to display that they are in total control as their own personal stakes in terms of reputation are high. The business consultants have given their expert recommendations, now CEOs and executives have to take the final call they are looking for a sounding board - an external confidential trusted friend, philosopher and guide. CEOs also realize that 'What got them here, won't get them there' (Ref. Marshall Goldsmith*). The top executives realize that they need to have a global mindset, entirely new skills and must overcome certain derailers. The increasing number of organizations opting for executive coaching for its leadership and potential leadership team is a positive indicator for the nascent industry in India.

COACHING THE INDIAN WAY

One shoe does not fit all. What works best for the west need not work in the Indian context. The western coaching methodologies which resort to asking questions and expecting the coachee to find answers or solutions, is not appreciated by coachees in India. 

This is because the Indian cultural ethos is built on the 'Guru Shishya Parampara' with the greatest role model being Krishna the coach in the Bhagavad Gita and the Mahabharata and Ariuna the coachee. The rishis in the Ramayana, the Mahabharata and even the Vedas and Upanishads, mentored and coached the 'Shishyas' (coachees) to insightful learning, self awareness and self realization leading to unite with Brahma and attain 'moksha' (salvation). Trust, faith and respect for coaches with long-term relationships are unique aspects of the Indian culture and ethos. Coachees in India expect empathy in the relationship.

Cold contractual relationships based on logical questioning like in the west does not create the trusting bond required in the Indian backdrop. While a coach must listen actively on the one hand, he/she should also be mindful and be a non-judgmental observer with'Sakshibhav' of what is happening to the coachee and himself as a coach during the coaching session. The coach hence has to delicately balance and play the role of coach, mentor and guru at various points during executive coaching, especially with middle level emerging leaders and high potentials.

THE PRESENT CHALLENGES

The fragmented nature of the executive coaching industry in India poses many challenges both on the supply as well as the demand side. On the supply side, there is absence of experienced coaches. Organizations often report shortage of CEO/CXO level coaches who have similar level of industry experience, who understand and appreciate business ambiguity and have finer business wisdom as compared to what theoretical coaching model based methodologies provide. CEOs are also looking for help in terms of new ideas, new leads, new friends and fresh networking for business growth. The HR function in many organizations tends to treat executive coaching as any other training intervention or a best practice in HR. There is a need to educate them on the critical role that executive coaching can play in strengthening the leadership pipeline. However, all situations cannot be handled by executive coaching.

For executive coaching to be successful, confidentiality of information is essential however there is often a challenge in the extent of information that will be shared with the sponsor (client organization).

Executive coaches also need to quickly gauge if the coachee (in rare cases) is a patient having mental health issues needing therapy and medical attention rather than coaching and refer the coachee to such experts for help when there are deep psychological issues.

THE WAY FORWARD

 Executive coaching will play an active role as CEOs and leaders prepare for growth, change and transformation. Presented here are a few trends that have emerged from the study which bring out the increasing relevance of executive coaching in India, and the subsequent measures that organizations will have to take to reap its benefits. As executive coaching gains momentum in India, organizations need to identify specific domains that can benefit the most by seeking help of external expertise through executive coaching. At the same time they should take necessary steps to create a culture of coaching by nurturing internal leaders and managers to become coaches. Coaching can effectively help in improving team performance and leadership competencies for high potentials. With increasing business complexities, organizations will also engage coaches to support ‘Action Learning Teams' in solving critical organization problems. Further, on boarding of senior executives at the CEO/CXO levels will become critical along with transition coaching for supporting job rotations, promotions and movements to the next level in the leadership pipeline. 

Going forward, executive coaching will also include function specific coaching such as sales coaching, supply chain coaching, etc. to enable effective and timely decision making. A pertinent trend will also be seen in executive coaching becoming a part of post training programs to ensure effective implementation of new learning for future business interests. While the industry is still in its infancy, there is an increasing trend seen in executive coaching playing a critical role in organizations today. This necessitates thorough research in the area in the Indian context, as well as development of an Indian/Asian model of executive coaching that is relevant to the culture. There is also an urgent need to bring in more structure into this emerging industry to help define the engagement models and professional approach that this function requires. Keeping pace with the changing economic dynamics there has to be a systemic consolidation of best practices supported by research as the industry evolves with time.

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