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Viewpoint

Published December 2009

Coaching and Executive Integration

  Rebecca Schalm

With the increasing popularity of executive on-boarding, many coaches have added transition coaching to their services as a new and strategic context in which to provide leadership support. What is the difference between coaching and executive integration? An integration program differs from coaching in focus, methodology and expected outcomes. While individual coaching may be beneficial to address a particular developmental challenge and is an important tactic in a holistic integration program, integrating into a new role is complex and requires a carefully structured, systemwide approach.

Focus

In coaching, the focus is on the individual. The coach helps the leader come to terms with his or her motivations, insights and behaviors. The scope of the engagement is limited to one or two development goals. The role of the consultant is to provide the framework and conditions to stimulate and support growth. Executive integration, however, engages an individual within a system. The integration process engages key stakeholders in a structured way so they share accountability for accelerating the new leader's ability to achieve outcomes in ways that promote long-term tenure. To be effective, an integration program needs to focus simultaneously on the individual, team and organization. The consultant needs to be a source of information and insight about the role, the people and the system.  

Methodology

In coaching, consultants engage with one person. There is a development action plan and a series of one-on-one meetings used to advance that plan. Meetings may be used to review progress, strategize on approach, process and learning and practice new skills. The interaction is usually limited to feedback about the leader's development agenda. To be effective, the consultant needs to be skilled at coaching executives around their developmental areas. An in-depth understanding of individual development within a business context is critical to success.

A robust integration program establishes activities and interventions to address common transition challenges — achieving role clarity and alignment around goals and objectives, building relationships, navigating culture, achieving early wins and accelerated learning — along with any situation-specific challenges that may exist. An integration action plan is multifaceted. The goal is to help the leader manage multiple complex objectives at the right time in the right way. Typical integration activities include team alignment meetings, culture assessment, team assessment, manager alignment meetings and pulse checks. Ongoing and regular interaction between the consultant and the environment is critical, and a partnership between the new hire, the boss, human resources and the consultant is usually created. Integration frequently begins before an executive is hired, with the consultant anticipating integration risk factors as part of the selection process. To be effective, the engagement needs to begin immediately and usually lasts nine to 18 months. To successfully support a leader in transition, the consultant needs to have the tools and capability to facilitate and support a range of activities. An in-depth understanding of the transition process is needed.

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