Why I Missed the Real Value of Business Coaches
The term “coach” evokes someone with experience in a specific sport or activity. A coach has done or studied intensively—and over an extended period of time—a specific field and shares this particular expertise with others.
But a “business coach?”
Business has too many nuances and implications. A person doesn’t claim to have history expertise—she professes specific knowledge in an era or geographic region (and probably both). You can’t have a “sports coach.” That just doesn’t make any sense.
Although all areas of business have overlap, the general field has too much breadth and depth for any one person to coach in all its facets. Wooing from business coaches with backgrounds in supply-chain management for manufacturing or franchise management—two real-life examples—puzzled me.
I figured that, someday, when it made sense or the need grew acute, I’d hire a business coach with highly specialized expertise in a field or area in which I could use improvement. (I have plenty of those.) Once I got up to speed, we’d wrap. Down the line, perhaps I’d need a different type of business coach for strengthening another facet.
Maybe I still will.
And when I do, I’ll call her “coach.” Yet recent experience has taught me that the term misrepresents the real value of many professionals classed in the category.
We need to find a new term. Adviser? Confidant? Guide?
I’ll go with adviser. Because I’ve hired one, and now I see what I’ve missed. (And it isn’t coaching.)
Executives don’t have natural in-office sounding boards.
When you hire a business coach, you hire someone under strict confidentiality who stands outside your organization. She has no taste for your company's particular flavor of politics. Having “inside information” doesn’t give her currency with her coworkers.
Further, she doesn’t need to see you resolute at all times. You can have wobbly moments—you won’t shake your team's mission-critical confidence in the company or its leadership or direction by debating a decision with her or expressing to her your frustration and uncertainty.
A business adviser has worked with a number of other executives. Many good ones have done so for years.
She may not have exact knowledge of your specific type of business, products, or areas of improvement—as would someone I’d agree to call a “coach”—but she has walked through a number of challenges with a number of people similar to you. She can suggest resources she’s seen others use. She can suggest avenues of thought that she’s seen work elsewhere.
She can comfort you that others have gone through the same challenges and survived (yes, sometimes we CEOs wonder)—and even thrived. And she can congratulate you when you achieve a “win” that your employees would simply take for granted, because she’s watched you and potentially others struggle over the same mountain.
Me, Me, Me
Friends who work with psychologists say that one of the pleasures of therapy is having a set time period in which you guiltlessly talk about yourself with someone who focuses on nothing but you.
A business adviser provides the same outlet.
I have fantastic accountability partners, though our sessions rarely focus solely on me. Instead, we support each other in achieving our goals. I gain from helping them as much as I get from their support. I value them highly and that won’t change.
Yet I’ll confess: Talking through something without any expectation of reciprocity feels really, really nice. In fact, simply knowing I have an adviser if needed gives a sense of relief.
Have you hired a business coach? What did you experience?