Ethics of the Executive Coach

by Seth Sinclair

Executive coaches come to the profession having had different academic backgrounds and training for the job.  Whatever a coach’s background may be, there are standards of behavior every client or an organization should expect of any coach. The International Coaching Federation (ICF) has a code of ethics professional coaches accredited by the federation are required to uphold.  The entire code can be found here. 

Here are a few highlights of the code:

First, executive coaches must maintain the highest levels of confidentiality for all of the information with which they are entrusted, and must have a clear agreement and understanding before releasing any information to anyone else, unless the law requires that such information be disclosed. All records they create must be maintained, stored, and disposed of in accordance with applicable laws, such as the Health Insurance Portability and Accountability Act (HIPAA).

Second, coaches must always behave professionally with clients by not

“overpromising” results, either from the coaching process or from their own abilities.  They must never give false or misleading advice; and must respect the client’s right to end the coaching relationship at any time--subject, of course, to the provisions of their contract.

Coaches should make sure, at the beginning of the relationship, that both the client and the organization who hire them fully understand what coaching is and does, the extent to which the relationship is confidential, and any other terms of the contract.  Throughout the coaching process, the coach should look for signs that the client is no longer being helped by coaching, and should make it known when that becomes the case.

And finally, coaches must “seek to avoid” any conflicts of interest they may have—and openly disclose any such conflicts.  They must offer to remove themselves when such conflicts arise.  They must also “not knowingly” take any personal, professional, or monetary advantage from their relationship with their clients, except for whatever compensation is agreed to in their contract.

ICF accredited coaches are required to pledge their agreement to the organization’s code of ethics—but whether a coach is accredited by that organization or not, clients should expect that whoever they choose to work with will meet these standards of behavior.  If there’s any question in a client or an organization’s mind that a coach may not be able to meet these standards, the client should spell out requirements in the employment contract—or simply hire a different coach. 

  

What To Look for When Hiring A Counselor

by Seth Sinclair

If you are looking for an executive coach, either for yourself or your organization, what should you be looking for? 

First, you need to look at the education and work experience of the coach.

Usually, coaches come from one of three kinds of backgrounds.  Some are former leaders themselves, or experts on an industry or profession, who have chosen to focus on coaching others at this time in their careers.  They offer a “been there, done that” level of expertise and support.

Others come from a Human Resources background.  They offer special skills and knowledge in managing people, building team cultures, successful interviewing, and managing performance. 

Still others have a background in psychology, which enables them to support strategic decision-making, help executives manage stress, and mediate disputes.  

There is no one background that is “right” for a person or an organization—but it is important to know the background of the coach you are hiring before deciding whether a coach is the proper fit for you.

Second, look at the specific training the coach has had in the area of executive coaching.  Executive coaches, like executives themselves, are made, not born, and coaches who have completed accredited training programs have a strong foundation of both theoretical and practical knowledge to draw upon. 

Some training programs are intensive and comprehensive, requiring as many as 175 contact hours and the completion of an examination before a certificate is granted.  Others focus on specific coaching techniques and skills.  (We’ll look at what these are in a future post.)

The International Coaching Federation (ICF) offers coach-specific training programs, an official accreditation program, and continuing training programs for coaches.  If you’re interested in learning more about the different types of training they offer, there’s a chart on their website at http://www.coachfederation.org/program/landing.cfm?ItemNumber=2146&navItemNumber=794.

Finally, most leading coaches are credentialed by a professional organization, indicating they have met certain education and experience requirements; have committed to high professional standards and a strong code of ethics; and have demonstrated proficiency in various coaching skills.  ICF’s credentialing program is widely recognized, and offers three levels of credentialing.  Information about the skills required at each level of coaching, and about the certification process in general, can be found here: http://www.coachfederation.org/credential/?navItemNumber=502

Coaching isn’t an easy job—and no one credential or specific background assures that someone is a great coach. Reviewing the overall education, training, and credentialing of a coach you are considering hiring is well worth your time.  There are many good coaches in the executive coaching field.  Finding one that is the right fit for you or your organization can make a world of difference.