Not true at least for me. I run away pronto if it seems like a coaching client is stealthily looking for therapy. I've even had a couple of clients who were working with actual therapists on their inner game while working with me on outer game. https://twitter.com/eringriffith/status/1095120376340697088 …
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Actually, if someone's gotten to a high-functioning exec role, there is a *very* good chance that any serious issues that went unaddressed earlier in their careers is actually an adaptive trait for their environment, and it would be a bad idea to try to fix it if it's stable :D
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Marshall Goldsmith (probably the uber exec-coach proper, but of an era where it *was* in fact partly therapy) frames coaching in part as fixing residual things that slipped through the cracks/went unfixed earlier in career and are liabilities nowhttps://www.ribbonfarm.com/2008/05/11/what-got-you-here-wont-get-you-there-by-marshall-goldsmith/ …
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I like Goldsmith's ideas and generally have a lot of respect for his era of executive coaching. But his model assumes a sort of Organization Man executive fitting into a Fortune 100 east coast company C-suite. SV execs are kinda the antithesis of that if they're effective at all
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Related: Only about 40% of Fortune 500 CEOs have MBAs. Only 32% globally have MBAs. I suspect the picture is similar down to about VP level. This means about 60-70% of all executives win on domain expertise and pick up commodity biz skills on the job.
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But on-the-job "street" education often comes with narrow sparring practice with people who are either too close to your industry or with the wrong incentives to help you get better. One gap "coaches" fill is to broaden the on-the-job idiosyncratic picking up of biz skills.
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I don't have an MBA. The few other coaches I've met haven't had MBAs either. They're simply people who've picked up biz skills/knowledge randomly along the way and are able to convert it into sparring stress-loading. I suspect typical MBAs wouldn't make good coaches. Too doerist.
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End of conversation
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