I recently moderated our fifth annual coaches panel webinar (recording available on YouTube) and was inspired by the insights shared by our distinguished panel of executive coaches. This popular event is designed to help talent development professionals understand the challenges leaders face today and how coaching can be beneficial for both leaders and organizations. It also provides an insider’s view of the entire coaching process and the intricacies of a typical coaching session.

The 2024 Coaches Panel

• MaryAnn Rivers: Drawing from her extensive experience, including as a CEO, MaryAnn advocates for sustainable leadership development and personal growth. She believes coaching would have been invaluable during her time as a CEO.
• Kelly Scheer: A former healthcare executive turned coach, Kelly got into coaching to find the accountability and guidance she desired in her own career.
• Jim Taigman: With a background as a human resources executive, Jim finds his passion in supporting leadership teams. He engages clients on all levels, focusing on the whole person.

Discussion Highlights

1. Choosing the Right Coach with a Chemistry Call

Questions: What is a chemistry call? What happens during these calls? Should the coach be similar to or different from the coachee?

Insights: At the beginning of any coaching assignment, the Dion Leadership team arranges for the coachee to interview up to three coaches. These chemistry calls are a crucially important step in the process as they aid in creating an ideal fit between coachee and coach. MaryAnn emphasized the importance of comfort and vulnerability during this initial interaction. She conducts mini-coaching sessions to set clear expectations and ensure a good fit, prioritizing confidentiality and safety. Jim and Kelly agreed that the right match often involves a coach who can help the coachee stretch outside of their comfort zone. Jim explained that coaching, not consulting, is key. Kelly added that coachees often appreciate a coach who matches their energy level and provides an open invitation to challenge them and help them grow. While understanding the particulars and language of the coachee’s industry can be helpful, Kelly finds that objectivity can be even more beneficial. Jim noted that leadership experience, rather than industry experience, builds comfort. MaryAnn stressed that communication, relationships, and leadership behavior transcend industries.

2. Most Common Coaching Focus Areas in 2024

Questions: What specific areas do you typically coach to? What are the common issues that leaders are facing today?

Insights: Jim discussed how generational differences are frequently impacting leaders today. He often works to help his clients accept and understand diverse perspectives.

MaryAnn’s coachees will often ask her for strategies and tactics for managing up as well as establishing a stronger executive presence. While helping the coachees realize that they do not have to be at the mercy of their bosses, she emphasized that she often encourages leaders to truly see their bosses’ perspective when working through challenging situations.

Kelly frequently deals with leaders who are struggling with imposter syndrome, stating that 90% of her coachees seem to struggle with their worthiness to be in their role. The loneliest place on the org chart, she says, is in the C-suite. She guides these leaders through a process for building their confidence and developing their leadership brand. She reminds them that remaining true to that brand will help them bring their authentic self to their work and relationships. She recommends Adam Grant’s book Think Again and Kim Scott’s book Radical Candor for leaders looking to transcend impostor syndrome.

3. Inside a Coaching Session

Question: What actually happens during a coaching session?

Insights: Jim outlined the arc, as he put it, of a typical session. The coaching session starts with a review of the previous session’s action items, accountability, and ownership. The coachee drives the conversation, with the coach facilitating problem solving and action planning for current real-work situations. The coach helps the coachee look at issues differently by asking powerful questions. The coachee should be talking 80–90% of the time. Once the issue is understood, the coach and coachee explore and then develop new and different steps for working through the issue in a healthier and more productive way. Flexibility is also crucial, as sometimes critical current-day issues arise. A good coach will help the leader process that issue before focusing again on the original coaching action plan.

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