BEYOND THE CLIENT/COACH DYAD IN COACHING SENIOR BUSINESS LEADERS

Abstract

Theory and research in executive coaching have typically focused on the characteristics and methods of coaches and on the dyadic relationship of the coach and client. Little attention has been given to individuals such as the boss and human-resources (HR) executive who are directly or indirectly involved in the coaching process. These key individuals are both sources of timely observations about the executive and reinforcers of the client’s development. This article focuses on how the involvement of these participants—outside the dyad—affects the work of senior coaches working in longer term coaching engagements with top business leaders. The article also addresses (a) the question of who the client is in these complex engagements, (b) the ethical issue of confidentiality when coaching within the complex dynamics of an organization, (c) the ethical issue of maintaining multiple relationships specifically with the executive’s boss and the HR partner, and (d) the influence of the larger organizational structure and culture on the coaching process. The relationship of the coach with the HR leader and executive’s boss is seen as an essential partnership that is fueled by mutual trust, collaborative respect, role clarity, and safe boundaries of confidentiality.