performance management

In the arsenal of tools senior human resources (HR) professionals use to develop business leaders within their organizations, executive coaching is well-established among them. However, little if anything has been written about HR leaders’ relationships with external executive coaches. Little is understood about the leap of faith and commitment these professionals can make to each other thus ensuring that the client and the organization benefit fully from this investment in an executive’s development.While these factors are fundamental in effective coaching relationships generally, there are nuances of significance in how they play out in these essential partnerships. The primary relationship factor of trust and respect is best explained by HR professionals who have experienced such essential partnerships. Essential partnerships begin with a clear understanding of each other’s roles and responsibilities. Defining participants and timeframes are essential components of role clarity. Through their respective roles, these partners are committed to the progress of the identified executive and by extension to the continued success of the organization in which the executive is a key leader. While confidentiality should always be discussed and understood, constructive triangulation refers to the steady flow of collateral information shared between the HR professional, the executive coach, and the client. As experienced as the executive coach may be, he or she remains an outsider and is, therefore, never as close to the daily play-by-play reality of how a top leader is leading—and perceived within the organization—as is the HR partner.The value proposition of executive coaching as an executive development resource is diminished when it does not involve the reciprocal commitment characteristics of such partnerships. Workplaces require highly evolved leaders who are relentless, intuitive, and nimble enough to synthesize quickly the barrage of quantitative and qualitative data flying at them often from stakeholder groups spanning the planet. They need to grow quickly in places where they can clarify their thoughts with colleagues, vet their concerns, make sound strategic decisions, and then direct the execution that will ensure competitive and profitable distinction. This rapid development of mature and ready leaders will also need to occur in supportive places—like within a strong coaching relationship.