Accessibility, contracting for

Accountability: performance expectations and; triangles and

Action plan: clarifying change management roles in; for client’s boss; debriefing phase and; planning phase and; specifying steps in

Action research methodology: classic phases of; combined with systems perspective

Advocacy: consultant/coach competency in; defined; for executive coaching; as management competency

Advocate role

Agenda management

Alternative solutions, offering

Ambiguity: defined; managing oneself in; responses to

Anchor points

Anne (case vignette): on return on investment; on Three Key Factors

Annette (case vignette)

Anxiety. See also Discomfort; Stress: ambiguity and; building tolerance for; of choosing action steps; coach’s challenge with; defined; effect of, in workplace; goal focus and; internal voices of; in leaders; signature presence and; systems perspective on; triangles and; working with client’s

Assessment of strengths and weaknesses: of client; of coach

Assessment tools: for executive coaching skills assessment; limitations of

Authority. See also Roles and role clarity: boundaries and; clarifying, in planning phase; triangles and

Automatic reactions. See also Patterns; Reactivity: client’s ability to See And change; goal focus and; here-and-now reactions and; identifying, in planning phase; interactional force fields and; leader’s anxiety and; reactivity and; workplace anxiety and

Avoid-avoid pattern

Avoidance, of performance management conversations

Backbone: balancing heart with; coaching with; defined; in live-action coaching; and nonproductive patterns; self-assessment of; self-differentiation and

Backplanning

Barbara (case vignette)

Bastyr University. See Leadership Institute of Seattle

Behind-the-scenes coaching: in developmental sequence; live-action coaching combined with; overview of; skills required for

Benefit-cost ratio; formula for; overview of

Bifocal view

Bill (case vignette)

Biofeedback mechanism

Blaming

Blanchard, K.

Boss-as-coach; coaching phasesfor; coaching role of; encouraging, to customize management; overview of; performance management role of; role clarity for

Boss (client’s): evaluation and performance management coaching for; follow-up meetings with; guerrilla coaching of; of high-performance clients; involving; preparation meetings with; systemic principles for meeting with; three-way meetings with

Boss-direct report relationship: with boss as coach; coaching client’s boss in; executive coaching versus; unproductive patterns in

Bottom line, coach’s personal

Bottom-line results. See Business results; Return on investment

Boundaries. See also Roles: questions for; system

Bowan, M..

Breaking point

Burnout, coach

Business results. See also Goals; Return on investment; Three Key Factors methodology: client responsibility for; defined; defining measures for; examples of, for executive coaching; as executive coaching focus; guiding principle for; importance of; linking coaching to; menu for identifying; non-coaching variables in; relationship goals versus; return on investment and; Three Key Factors methodology for obtaining

Carkhuff, R.

Catastrophic thinking

Celebration of achievements

Change agents: coach-consultants as; roles of; transition to executive coaching as

Change initiatives: coaching as tool for; consulting/coaching activities for; consulting/ coaching process for; leadership challenges for; roles in; systems perspective on; tenets for working with

Chris (case vignette)

Clarity: of change management roles; managing ambiguity and

Client(s). See also Executives; Leaders: ability of, to self-correct; believing in; coaching, to coach employees; developmental variables of; evaluation of, in debriefing phase; interactional patterns with coaches and; internal resistance of; joining with; preparing, for resistance; qualifying; questions for; reactivity in; resistance of, to Three Key Factors methodology; role of, in ROI calculation; signature presence of; sponsoring statement from, in live-action coaching; tough; types of; working with anxious

Client Responsibility Model; adhering to, lenses for; attitudes and behaviors in; defined; evaluation and; in live-action coaching; Rescue Model versus; respect and; transitioning to executive coaching and

Client’s challenge: engaging specific; goal-setting for; listening to and understanding; specifying action steps for; stress and; systems perspective on; Three Key Factors methodology applied to; triangulation of

Coach-leaders. See Boss-as-coach

Coaches, executive. See also Boss-as-coach: activities of; anxiety and; business orientation of; challenge of ; as change agents ; coaching for; as consultant/ coaches ; development of ; evaluation of; goal focus of; interactional patterns of; personal bottom line of ; Rescue Model versus Client Responsibility Model; role of, in evaluation ; role of, in live-action coaching ;signature presence of ; skill self-assessment tool for; skills required of ; traits of; transitioning to role of ;triangled; trust in

Coaching, executive. See Executive coaching

Coaching moments

Coaching phases. See also Contracting phase; Debriefing phase; Live-action coaching; Planning phase: for boss-as-coach; informal; integrated approach of; listed; overview of; phase 1 (contracting) of; phase 2 (planning) of; phase 3 (live-action coaching); phase 4 (debriefing) of; roots of

Coaching relationship: boss-direct report relationship versus; building, in contract phase; dances and patterns in; as partnership; in Rescue Model versus Client Responsibility Model; triangles in; trust in

Commitment: to employee performance expectations; gaining, as management competency; lack of, in client; with reservations

Compassion. See Heart

Competencies: consulting/coaching; executive coaching; management

Concreteness

Confidence, encouraging employee

Confidentiality

Confrontation

Conner.

Consequence continuum

Consulting/coaching process; activities in; competencies for; tenets for

Contact person, contracting for

Content goals. See also Goal (coach’s)

Contract: making explicit; negotiating, with potential sponsor

Contract termination: at end of contract; for touch clients

Contracting phase; activities of; assessment tools and; for boss-as-coach; in consulting/coaching process; critical conditions for execution of; debriefing addressed in; elements of; giving immediate feedback in; goal-setting in; importance of; informal, with potential sponsor; involving client’s boss in; involving direct reports in; joining with client in; outcomes of; overview of; questions for; skills required for; steps of; testing the client in; Three Key Factors methodology in; understanding the client’s challenge in

Conversations: as consultant/coach competency; immediacy in; as management competency; stress relief of; about transitioning to executive coaching role

Core principles, of executive coaching. See also Coaching phases; Signature presence; Systems perspective

Craig, N.

Credibility, coach’s

Crossroads

Customer relations competencies

Customization: of benefit-cost ratio formula; in employee development coaching; in executive coaching

Dances. See also Patterns: in coaching relationship; interactional patterns as

Debriefing phase; activities of; with boss-as-coach; client effectiveness evaluation in; coach effectiveness evaluation in; contracting for; customizing; final, at contract’s end; outcomes of; overview of; questions for; recontracting in; review of management competencies in; ROI calculation in; skills required for; tasks of; for tough clients

Decision making: as consultant/coach competency; as management competency; risk and

Differences, articulating

Direct reports (boss-coach’s): articulating performance expectations to; commitment of, to performance expectations; resistance of, to performance expectations

Direct reports (client’s). See also Bossdirect report relationship: getting feedback from; live-action coaching of client and; live-action coaching of just the client with; observing client with

Directive behaviors

Discomfort. See also Anxiety; Stress: building tolerance for; goal commitment and; with goal-setting process; reactivity and; signature presence and

Discrepancies, pointing out

Disruptions: anxiety and reactions to; examples of

Distancing

Emotional equality

Emotional intelligence

Emotional preparation, in planning phase

Emotional void

Empathy

Employee development. See also Performance expectations; Performance management: boss-as-coach for; coaching phases for; independent variables in; situational leadership approach to

Evaluation of client: assessment tools versus conversations for; in boss-as-coach debriefing; boss versus coach roles in; in debriefing phase; at end of contract; live-action comments versus; overview of; questions for; steps in

Evaluation of coach; in boss-as-coach debriefing; client feedback in; steps in

Executive(s). See also Leaders: conversations with, to promote coaching; defined; job responsibilities of; loyal resistance to; top versus middle

Executive Coach Training Seminar Series

Executive coaching. See also Behind-the-scenes coaching; Coaches; Coaching phases; Coaching relationship; Live-action coaching: backbone and heart in; behind-the-scenes; business parameters for; client-initiated versus boss-initiated; for coach-leaders; conditions for successful; consulting combined with; contracting phase in; core principles of; defined; developmental sequence of; essential ingredients of; integrated approach of; live-action; methodology of; from the middle; overview of; phases of; promoting, with executives; Rescue Model versus Client Responsibility Model of; Stage 1 of; Stage 2 of; Stage 3 of; Stage 4 of; strategic transition to; triangles in; types of

Expenses, contracting for

External relations competency

External variables

Failure, toddler learning and

Family systems: interactional fields in; reactivity and; theory of

Feedback. See also Debriefing; Evaluation headings: anonymous; with assessment tools; from boss to employee; on coach effectiveness; in debriefing phase; final session of; getting, from client’s direct reports; giving immediate, in contracting phase; indirect

Feedback loops

Fees, contracting for

“Finishing school” coaching

Follow-ups: with client’s boss; contracting for

Force fields. See Interactional force fields; Systems perspective

Fournies, F.

Friedman, E.

Goal (coach’s): content; identifying; in informal executive meetings; process; sustaining; in transition to executive coaching

Goals (client’s). See also Business results; Three Key Factors methodology: for breaking patterns; defining measures for; following, in live-action coaching; importance of setting; involving client’s boss in setting and monitoring; overcoming resistance to setting; questions for; saying “yes” to; Three Key Factors methodology for

Gravitational fields. See also Interactional force fields

Greg and Dan (case vignette)

Group identity, boundaries and

Group process consultation model

Guerrilla coaching

Habitual patterns. See Automatic reactions; Patterns; Reactivity

Hard-nosed businessperson: and benefit-cost ratio; how to be the most; and slowing down; and soft skills

Heart: balancing backbone with; coaching with; defined; live-action coaching and; and nonproductive patterns; self-assessment of; self-differentiation and

Helplessness

Here-and-now conversations

Homeostasis: internal; pattern change and; system

Horse whisperers

Humbling experiences

Humor

Immediacy: in coaching employees; signature presence and; using, in contracting phase

Implementer role

Induction

Initiative, demonstration of

Interactional equilibrium

Interactional force fields. See also Systems perspective; Triangles: coach’s challenge with; concept of; seeing; signature presence and

Interactional verbs

Internal states, that signal automatic patterns

Internal variables

Interpersonal behaviors. See Leader interpersonal behaviors

Interventions, live-action. See also Live-action coaching: from boss-as-coach; following the client’s goals in; spectrum of; in team meetings

Issue, client’s. See Client’s challenge

Jill (case vignette)

Joanne (case vignette)

Kimsey-House, H.

Kinlaw.

Kouzes, J.

Leader competency lists, custom versus generic. See also Competencies

Leader interpersonal behaviors: of client’s boss; defined; defining measures for; guiding principle for; identifying and naming patterns in; linking, to business results; linking, to team behaviors; menu for identifying; in Three Key Factors methodology; transfer of learning for

Leaders. See also Clients; Executives: characteristics of executive; as coaches; impatience of; reactivity in; responses of, under stress; system spheres of; triangles and; typical challenges of

Leadership Institute of Seattle/Bastyr University

Learning: failure of; toddler approach to

Len (case vignette)

Lencioni, P.

Lessons-learned meeting

Listening skills

Live-action coaching; activities of; behind-the-scenes coaching combined with; by boss-as-coach; versus classic group process consultation; of client, with direct reports present; of client and direct reports; client’s sponsoring statement in; coach’s neutrality in; coach’s role clarification in; in consulting/coaching process; criteria for using; defined; in developmental sequence; goal focus in; intervention spectrum in; and organizational alignment; outcomes of; overview of; paired coaches in; pattern shifting/breaking in; setting the stage for; skills required for; tasks of

Logistics, contracting for

Loyal resistance

Luke (case vignette)

Magnetic fields. See also Interactional force fields

Management by walking around

Management competencies: consultant/coach competencies and; list of; review of client’s skill in; situational variables and

Matt (case vignette)

MBO Consulting

Measures. See also Return on investment (ROI); Three Key Factors methodology: defining; menu of possible; midpoint calibration of; movie camera test of; revisiting

Meeting facilitation competency

Meetings, coaching: agenda management of; with client’s boss; scheduling of

Meetings, live-action coaching during. See also Live-action coaching

Miriam (case vignettes): on live-action coaching; on planning phase

Moments, coaching

Money measures

Monitoring of progress

Movie camera test

Mutuality, in coaching contract

Myers-Briggs Type Indicator

Ned (case vignette)

Net contribution

Neural pathways

Neutrality

Observation of client; interventions of; skills required for

Organizational alignment See also Roles and role clarity

Organizational change. See Change initiatives

Organizational obstacles

Ownership, client’s: of goals and measures; in planning phase; testing the client’s ability to take

Pacing: of coaching; of transitioning to coaching role

Paired coach method

Parallel occurrences

Partnership, coaching as; between boss, direct report, and coach; contracting and; presence and; promoting executive coaching and

Pattern Shift Worksheet

Patterns. See also Automatic reactions: backbone-heart balance and; breaking the trance of; bringing immediacy to; client-coach; client’s ability to See And change; client’s system; co-creation of; coaching employees on; debriefing about; examples of typical; goal-setting for breaking; homeostasis and; identification and naming of; internal states that signal; live-action coaching on; organizational alignment and; planning for shifting; questions for; selfperpetuation of; tough clients and; two-verb labeling of

Performance expectations: articulation of; coaching employee to meet; employee commitment to; employee resistance to; managing, with dual role boss/coach; organizational obstacles to meeting

Performance management: assessment tools and; with boss-as-coach; coaching the client’s boss for; executive coaching versus; feedback in; as management competency; selling pattern versus

Persistence, realistic

Phases of executive coaching. See Coaching phases

Planning phase; activities of; for boss-as-coach; clarifying change management roles in; client ownership in; identifying client’s pattern in; outcomes of; overview of; and preparing clients for resistance; questions for; skills required for; steps of

Pomerantz, S.

Positional neutrality

Positions, backbone and

Posner, B.

Presence. See Signature presence

Problem, of client. See Client’s challenge

Process goals. See also Goal (coach’s)

Project management competencies

Project team sponsorship

Push-back responses. See also Resistance

Quality measures

Quantity measures

Reactivity. See also Automatic reactions; Patterns: building tolerance for; forms of; goal focus and; in leaders; self-differentiation and; systems perspective and; to tough clients; triggers to; working with client’s anxiety and; workplace anxiety and

Recontracting

Relationship goals. See also Leader interpersonal behaviors

Relationships. See also Boss-direct report relationship; Coaching relationship: heart and; management competencies in; process goals and; triangled

Repeated experiments, learning and

Reports, contracting for

Rescue Model; attitudes in; behaviors in; change agents and; Client Responsibility Model versus; defined; disrespect in; evaluation and; push-back responses and; transitioning from

Resilience: interactional force fields and; strengthening presence and

Resistance: addressing, in debriefing phase; to employee performance expectations; helping clients plan for; homeostasis and; internal; loyal; to pattern identification and change; role boundaries and; signature presence and; to taking action; to Three Key Factors methodology; tolerance for reactivity and; tough clients and

Respect

Responses. See also Reactivity: client’s habitual, as central focus; to disruptions; homeostatic resistance and; planned versus reactive

Results orientation. See also Business results

Return on investment (ROI); benefit-cost ratio for; client involvement in; defined; dilemmas of; discussion of, in debriefing phase; formula for; importance of; net contribution and; non-coaching variables in; overview of; steps for; Three Key Factors and

Revenue, as business result measure

Ripple effect

Risk, weighing

Roles and role clarity: alignment of, for employee; assessment of; for boss-as-coach; boundaries and; in change management; interactional fields and; for live-action coaching; in planning phase; questions for; in transition to executive coaching; triangles and

Runyan, J.

Sandahl, P.

Schachter, R. ..

Schaffer, R.

Schnarch, D.

Secrecy

Self-assessment: client’s; coach’s, in debriefing phase; coach’s, survey form for

Self-differentiation

Self-reflection: on automatic patterns; client’s ability for

Self-reliance

Sell/decline pattern

Senge, P.

Short, R.

Signature presence; approaches to promoting; as core coaching principle; defined; and focusing on goals; and immediacy; importance of; and increasing tolerance; of leaders; and managing ambiguity; overview of; with potential sponsor; and self-differentiation; signs of; with work relationship challenge

Situational leadership approach

Skill development, employee

Slowing down

Social interactional fields. See Interactional force fields

Soft skills measurement

Spider webs

Sponsors: boss-coaches as; of change projects; of executive coaching; of project teams

Sponsorship, strengthening

“Stop action” interventions

Strategic-thinking competency

Stress. See also Anxiety; Discomfort: leader’s response to; triangles and

Style inventories

Successes, celebrating and debriefing

Supportive behaviors

Sustaining sponsors

Systems. See also Interactional force fields: boundaries of; client’s boss and; homeostasis in; planning for resistance of; pull of

Systems perspective. See also Interactional force fields; Patterns; Triangles; action research combined with; characteristics of; on client’s issue; coaching from the middle and; as consultant-coach competency; as core principle of coaching; and homeostasis; and interactional force fields; leader’s spheres in; as management competency; on organizational change; overview of; and triangles; on workplace anxiety

Systems thinking. See Systems perspective

Sysyphus

Targets. See also Implementer role

Taylor, R.

Team coherence, as management competency

Team interactions: defining measures for; identifying and naming patterns in; linking business results to; linking executive coaching to; linking leader behaviors to; live-action interventions of; menu for identifying; in Three Key Factors methodology; transfer of learning for

Termination of contract

Three Key Factors methodology; defining measures in; examples of; guiding principles of; involving client’s boss in; linkages in; mantra of; organizational alignment and; overcoming resistance to; overview of; ROI calculation and; synergies of

360-degree surveys

Time frame, of client’s boss

Time measures

Toddler Mind

Tolerance: building client’s; building coach’s; for homeostatic resistance; presence and

Tom and Ben (case vignette)

Tone, of coaching

Tough clients

Toughness. See also Backbone

Training: consultant/coach competency in; employee

Transfer of skills

Transition to executive coach role; concerns about; guidelines for conversation about; loyal resistance and; overview of

Triangles and triangulation See also Interactional force fields; Systems perspective; with assessment tools; cascading, interlocking; change efforts and; coaching from the middle of; in coaching relationship; concepts of; dysfunctional patterns and; leader’s reactivity and; in live-action coaching; in Rescue Model versus Client Responsibility Model

Triggers: tough clients as; understanding one’s

Trust, in coaching relationship

Type inventories

Unsung hero role

Visioning competency

Whitmore, J.

Whitworth, L.

Williamson, D.

Work relationship challenge: and interactional verbs; and live-action coaching; and Three Key Factors; using signature presence with client’s

Zigarmi, D.

Zigarmi, P.