How I became an executive coach
A few years ago, I had an opportunity to form and lead a ~ 35 member team with P&L responsibilities. As the first leader of the business unit, I participated in creating the new market. I also recruited most team members. I wanted to do well in every aspect - establishing our brand in the new market, achieving #1 market share, and leading a team with my own quiet and thoughtful manner.
In a fast paced, competitive environment, though, I found myself frustrated when my team members were not on the same page with me, and I lost my patience often. I blamed myself for not acting like the leader I wanted to be, but didn’t know how to correct my course. Fortunately, we overperformed financially. However, I felt failure in my communication and leadership. And I knew that the internal pressure I had felt at times prevented me from thinking clearly and acting on my own judgment.
I needed to find a way to change my approach. Through reading about the psychology of leadership, I started to see my experience more objectively. I realized I wasn’t the only one struggling with a major transition. After discussions and searching, I enrolled in the Graduate Certificate Program of Executive Coaching at William James College. What if I had a coach during this period? I was determined to learn how to coach myself and how to support people like me.
Becoming a good coach is a process. My coaching training laid a good foundation for continuous learning and development. I’ve understood more and more about who I am, what I would like to change in my behavior for more effective leadership, and how to make those changes. One of the core development areas for me has been to bring myself with a balance of firmness, respect, and flexibility in disagreements with different personalities. In terms of coaching clients, early on, I felt very awkward and even silly asking obvious but important questions. My brain jumped right into the mode of helping and making judgments based on my consulting background. Now, after reflection and practicing, I am able to use my business intuition as a tool for curiosity rather than judgment.
As an executive coach, I help first time CEOs, directors, P&L owners, expatriates and managers. I believe these first time leaders need different perspectives and support more than others. Marshall Goldsmith, a leading executive coach, explains the greatest challenge a new leader faces as: ”What got you here won’t get you there.” Leaders need to adjust their approaches and unhelpful habitual behaviors in a new role while maintaining their strengths.
My coaching journey started to help myself and people like me. I was - and still am - convinced there are many executives like me. I would like to help these soft spoken, giving, driven, yet hard on themselves leaders achieve their full potential through supporting them to think clearly and bring out their voice. I believe that coaching is an invaluable tool in finding a path to success.