"It's challenging coming in as CIO into any situation, but when you add onto it the looming possibility of bankruptcy and the financial turmoil, it compounds the challenges," she says. Shiozaki says she looked for a coach who could help her stay grounded and be "the strong leader the company needed."
Shiozaki connected with her second coach once or twice a month in person or by phone for 18 months. That coach had a more structured approach than her first one, giving her particular tasks to accomplish by specific deadlines and holding her accountable for meeting those goals. For example, she and her coach devised a plan to help a direct report who was having a difficult relationship with a colleague.
Different Coaches, Different Styles
Shiozaki's experience with different coaching styles is the rule rather than the exception. Coaches, clients and others familiar with the process say coaching arrangements vary based on the executive's needs, company policy, the coach's own style and other factors.
Baldoni says he works with a model that goes from assessment to action plan to evaluation. As part of the assessment, he asks clients about their current performance and what they want to change. He uses assessment tools and tests to evaluate leadership styles and personality traits. As privacy and access permit, he also conducts interviews with "stakeholders," who might include peers, supervisors and direct reports.
Baldoni says he and his clients then choose one or two areas to work on -- most often communication skills, the ability to influence, leadership presence and delegation skills.
The process involves a lot of talking and listening, but he also assigns homework -- which could be as straightforward as reading an article or as amorphous as working on behavioral changes. He might, for example, have a client who's trying to improve his communication skills work on letting others have a chance to voice their opinions.
Like most other executive coaches, Baldoni limits his engagements to a specific period of time, often six or 12 months, at which point he confers with clients to evaluate how their performance has improved. "Coaching is a guided form of self-discovery. You get out of it what you put into it," he says. "It's about helping yourself become more effective as an executive and as a leader."
Soft Skills, Hard Results
Mary Jo Greil, president of The Carson Greil Group, a coaching firm in Memphis, acknowledges that some of the goals established in executive coaching might seem esoteric, but she says improvements are quite tangible.