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[(Executive Coaching: Practices & Perspectives )] [Author: Catherine Fitzgerald] [Dec-2002] Hardcover – Dec 31 2002
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About the author

Jennifer Garvey Berger believes that leadership is one of the most vital renewable resources in the world. At a time when organisations are often forging the path rather than following the path of others, leadership is about creating the conditions for people to be their most creative, connected, intelligent selves. She is a founding partner and CEO of Cultivating Leadership, a consultancy that serves executives and executive teams in the private, non-profit, and government sectors around the world. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. Jennifer designs and teaches leadership programs, coaches senior teams, and supports new ways of thinking about strategy and people with clients facing these dramatic shifts in complexity, volatility, and change in their workplaces and markets. She blends deep theoretical knowledge with a driving quest for practical ways to make leaders’ lives better.
Jennifer also supports leaders one-on-one as a leadership coach. She supports clients to find their current growing edge and then make choices about how they want to grow, and she teaches coaches around the world transformational and developmental coaching approaches in her Growth Edge Coaching certification series. Jennifer speaks at leadership and coaching conferences, and she offers occasional courses for coaches at universities all over the world like Harvard University, the University of Sydney, and Oxford Brookes University.
Jennifer holds a doctorate in adult development from Harvard University, where she studied under and worked with acclaimed developmental psychologist Robert Kegan. She was an Associate Professor at George Mason University before she left the academy on a mission to connect powerful research and the people doing real work in the world. Jennifer is an American by birth, a Kiwi by choice, and finds herself living now in London, far from her beach house on the Tasman Sea. Wherever she might call home, she loves laughing with her two nearly-grown children, rolling on the floor with her dog, and writing about leading, coaching, and living.
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Although titled Executive Coaching, it indirectly explores the diversity of individual and organizational learning and change with a keen appreciation for the complexities of the human mind. For executive coaching, as in organizational development consulting, one size does not fit all. The diversity of approaches from the respective authors reflects the strength of belief in their own methods when dealing with the complexity and diversity of the human mind; and reveals the many barriers to individual learning and ultimately organizational learning. In many ways the book is about organizational development and organizational learning brought to an individual level.
Most of the contributors have psychology backgrounds; however, the editors have made a good attempt to look at executive coaching from a variety of lenses, with a noticeable influence of Carl Jung and Robert Kegan. As an organizational development consultant and executive coach, I find some bias toward the need for a psychology or psychotherapy background in some of the chapters. Does one need a degree in psychology to have an understanding of a variety of perceptual views through intentional, behavioral, cultural, and social dimensions, for example? I don't believe so.
There are many issues that emerge when we have conversations at personal and sometimes intimate levels. Do we dare go where no non-psychotherapist has gone before? I believe the human psyche is much less fragile than most psychotherapists, and even psychologists, might have us believe. And as organizational change consultants, how much damage have we inflicted because we dared not to tread, or even look, in those heretofore-protected domains?
Where is the line drawn between learning and repair, or between personal growth and cure? The authors have drawn their lines and they are in different places. I do believe, when coaching Executives, it is essential to have a greater depth of knowledge and abilities as an observer and guide.
I believe executive coaching can increase the potential for profound change. Peter Senge, in his book The Dance of Change, describes profound change as "organizational change that combines inner shifts in people's values, aspirations, and behaviors with 'outer' shifts in processes, strategies, practices, and systems ... In profound change there is learning." (p 15) W. Edwards Deming said, "Nothing changes without personal transformation."
Executive coaching allows us to further shift the learning paradigms of our clients. We are beginning to apply to individuals what we have applied to organizations. Coaching appears to be the natural progression to double-loop learning at a personal level, in addition to the organizational level, and further progression to triple-loop learning. Double-loop learning is a concept developed by Chris Argyris and Donald Schon based upon the work of Gregory Bateson. The term "triple loop learning" was used by William N. Isaacs, in Taking Flight: Dialogue, Collective Thinking, and Organizational Learning. "Double-loop learning encourages learning for increasing effectiveness. Triple-loop learning is the learning that opens inquiry into underlying 'why's.' It is the learning that permits insight into the nature of paradigm itself, not merely an assessment of which paradigm is superior." Effective coaching includes the practice of Dialogue at a one-to-one level. This "third" level of learning can be called transformational learning. As such, this book could be about transformational learning.
A noticeably missing piece was a chapter on distinguishing coaching from therapy, and addressing some of the boundaries to be considered and what resources the executive coach should have available in assessing and dealing with those boundaries.
Another missing piece was the role our body plays. Recent studies suggest a more holistic approach is needed in our learning - the integration of language, emotions and the body. I am referring to more than the traditional concept of "body language." Albert Einstein said, "My primary process of perceiving is muscular and visual." Richard Heckler, a psychologist and director of the Rancho-Strozzi Institute, says in his book The Anatomy of Change, "An education that connects us with our body would teach us the difference between what we are experiencing and what we are thinking and fantasizing about." (p 12)
Full awareness goes beyond what we are thinking. The body can reflect what we are thinking and feeling and the body can support what we desire to think and feel. Stuart Heller, mathematician, operations researcher, and psychologist, says in his book Retooling on the Run, "To make a change in any part of you, you have to change all of you." (p 10) "Your results are a function of the way you organize and use yourself. By studying your patterns of reaction, belief, tension, feelings, and posture, you learn how you both hinder and help yourself." (p 17)
I highly recommend this book to anyone involved with coaching and executive development. In addition, it offers many insights to any organizational change consultant wishing to search deeper in the psyche of an organization. Many organizations, and individuals, are struggling to find ways of breaking free of traditional thinking and modes of operation to enhance continuous learning. At a minimum, these insights may help forge better partnerships with clients and help facilitate greater awareness, reflection, and ultimately learning.
Savvy of the organizational and financial realities that often initiate a coaching engagement, the authors in this volume advocate a deep understanding of the implicit assumptions, values, and purposes that shape a coaching relationship. The practices described provide the coach and manager frameworks for transforming attitudes and beliefs, as well as behaviors. In their compilation, Fitzgerald and Berger have modeled what the best of executive coaching can be -- not a hodgepodge collection of talent and opinions, but a finely crafted and integrated perspective on the many dimensions of growth. Especially useful is a chapter by Fitzgerald on the developmental challenges facing midlife executives (nearly all), which addresses changes in motivation, self-concept, and worldview that can elude even skillful practitioners.
A must read for coaches serious about deepening their practice and HR professionals who want to maximize the value of their organizations' coaching engagements.
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This book provided that "in spades" ... an excellent overview with practical information from a wide range of experts who were effectively shared their experiences in responding to challenges faces in a variety of business environments.
A wonderful reference!
