Managing Leadership^®

The item that precipitated yesterday’s post and today’s is a WSJ article which describes how some executives coaches are now inserting themselves into certain executive functions, such as the hiring process. According to the article, some are actually conducting interviews of job applicants and exercising – or being given – vetoes over hiring decisions.

It should hardly require mention here that whatever merit you wish to ascribe to this or that coaching specialty (and, hopefully, you will develop that assessment from a skeptical base, particularly in light of the referenced news item), the coach’s job is to advise and instruct – not to supplant the student. You may be able to gain some benefit from submitting your judgement and skills to objective criticism by an informed professional observer, but you certainly should not assume from this exercise that the coach’s abilities are superior to yours, and you should absolutely never allow his or her opinions to overrule yours. If you do, then you really ought to resign your position and recommend your coach as your replacement.

A manager’s job is to make decisions related to the development and deployment of resources in order to advance the cause of an enterprise. Professional managers will make substantial and life-long efforts to approve their abilities to discharge these duties. Many of these efforts will involve difficulty and expose one to the possibly harsh assessments of others – only in this way can a manager generate the alternative viewpoints that enable him or her both to choose the right one and, more importantly, to understand his or her decision and appreciate its meaning in the context of the decision. By surrendering – or, at least, as the linked article suggests, subordinating – one’s judgement to that of one of your trainers, you surrender your very reason for being, as well.

You are in charge. If you or your coach determine that the latter ought to take a more proactive role in the performance of your duties, then both you and the coach are doing you and your organization a disservice. Get a grip on what’s going on, here. Take the reins firmly in your own hands. If an advisor suggests you turn them over to him or her – or if you find yourself tempted to suggest this yourself – get rid of that advisor immediately, and turn your attention away from your insecurities and back to your work.