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Do you need an executive coach? Do your managers? Here is a useful framework for thinking about the role of coaching, from Harvard Management Update.
Is executive coaching at U.S. companies destined to play a role occupied by psychoanalysis in some Neil Simon version of Hollywood: a virtual prerequisite for anyone who aspires to be anyone?It might seem that way at some organizations, at least to the untrained eye. IBM has more than sixty certified coaches among its ranks. Scores of other major companies have made coaching a core part of executive development. The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot.And whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders.
"Coaching has evolved into the mainstream fast," says Michael Goldberg, president of Building Blocks Consulting (Manalapan, New Jersey). "This is because there is a great demand in the workplace for immediate results, and coaching can help provide that." How? By providing feedback and guidance in real time, says Brian Underhill, a senior consultant at the Alliance for Strategic Leadership (Morgan Hill, California). "Coaching develops leaders in the context of their current jobs, without removing them from their day-to-day responsibilities."
So, should you have a coach? And which managers in your sphere of responsibility might benefit from working with an outsider to help sharpen skills and overcome hurdles to better performance?
In the early 1990?s the company was sold to Stephens Media Group, and she found herself being promoted to middle management once again, then became the Director of Advertising over the inside and outside sales forces as well as being responsible for the direction of the creative department in charge of creating the client advertising and marketing of the entire newspaper.
Her extensive experience working with the supplier and vendor community make it possible for her to understand the needs of any size business or cShe left her newspaper career for a short time of 5 years while selling, marketing and developing her own product line and company, working with both retail and wholesale for small businesses to large corporations, such as USA Drug and Osco Drug.
Her entrepreneurial spirit and marketing skills helped her to add a complete fund raising program for schools, and organizations, as well as a full line of private label candles for use in business promotions.
In 2005, she was contracted by Stephens Media Group to come back on board to manage a small group of weekly newspapers, then added sales management of the daily sales team as well.
Debbie has spent years producing and presenting sales training efforts and methods to small and larger sales teams creating energy to sell their products with value in mind. Also her commitment to building teams through leading by example, building trust, and integrity has been successful and allows her the excitement, skills and knowledge to encourage, grow and develop other teams.
Her extensive experience working with the supplier and vendor community make it possible for her to understand the needs of any size business or corporation.