Holding up a mirror to influential people and asking tough questions is an intrinsic part of executive coaching. For example, how far do you go into non-businessrelated matters such as appearance, weight, or lifestyle choices, and how do you approach such sensitive issues? Has this ever backfired? Well, this is most challenging today as most sessions are virtual and we often only see the proverbial tip of the iceberg on the screen. I prefer simply to focus on what little I can see and hear. I also ask the clients now to track a number of their personal parameters via a simple tool known as the body budget that was introduced to me in a recent course on neuroscience and coaching. The body budget I use asks clients to track mood, energy, focus, motivation, stress/ anxiety, diet, digestion, exercise, and sleep. That said, when you get to know a client, you can often see if they are stressed or more relaxed in how they sound and how they appear. I do very much focus on that. You have previously spoken of the triple threat of arrogance, narcissism, and naivete regarding CEO behavior. When faced with such a challenging set of characteristics, what practical methods do you use to break this down and get behind the mask, as it were? I use assessment-based coaching, and this is an area where a 360-degree assessment can be very helpful to the client and to me as the coach. These areas also pop up during the sessions and I am very attentive to language and situations the client discusses that provide me the opportunity to dive into these areas. Selfconfidence is terrific until it goes too far and becomes more like arrogance. Great leaders and managers focus outward on their team and reward and give credit to their teams and not to themselves. As a former associate justice of the US Supreme Court, Sandra Day O’Conner is credited with saying, “We don’t accomplish anything in the world alone… and whatever happens is the result of the whole tapestry of one’s life and all the weavings of individual threads from one to another that creates something.” How do you measure your client’s commitment to the coaching process? Do you have specific tests you employ? I insist that my clients complete a prep form and email it to me a day before the session. My billing practice rewards those who are fully committed as they get the greatest value out of coaching. In addition, coaching is generally a long-term commitment, and I typically ask for an initial engagement of a long duration. As an executive coach, you may encounter ethical dilemmas or challenging situations. How do you handle the complexities of ethical considerations in your coaching practice? I send the latest version of the International Coaching Federation Code of Ethics to all my prospective clients (I am currently an elected member
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