NAIS discovered in its 2008 Executive Coaching pilot study that new heads benefited immensely from their executive coaching sessions. New heads noted that they valued highly the opportunity to work with an objective third party as they mapped their way through the first year of leading their institutions. Click here to see testimonials from the 2008 ECS pilot study and Click here to read the full NAIS Executive Coaching Service Pilot Report.
The business world already embraces "executive coaching," and it seems time that the education community should do the same. A recent article in Harvard Management Update noted:
IBM has more than sixty certified coaches among its ranks. Scores of other major companies have made coaching a core part of executive development. The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot. And whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders."Coaching has evolved into the mainstream fast," says Michael Goldberg, president of Building Blocks Consulting (Manalapan, New Jersey), whose clients include New York Life and MetLife. "This is because there is a great demand in the workplace for immediate results, and coaching can help provide that." How? By providing feedback and guidance in real time, says Brian Underhill, a senior consultant at the Alliance for Strategic Leadership (Morgan Hill, California). "Coaching develops leaders in the context of their current jobs, without removing them from their day-to-day responsibilities." -- Taken from Harvard Management Update, Vol. 9, No. 12, December 2004
