You're facing skeptical executives in need of coaching. How can you earn their trust and credibility?

The last executive I coached was a skeptical public manager. Government directors are usually harder to coach, because they don’t adhere to the coaching process easily. Before our 2nd coaching session, I learned a simple process after reading “Reinventing Coaching” book. here are the simple lessons I learned and applied: - Be humble and listen intuitively. - Don’t rush, prove your competence, show integrity, and deliver. - Use the Appreciative Inquiry approach. Instead of focusing on problems, find strengths and focus on Positiveness. - Showcase similar previous Successes you achieved with other executives, but never boast or compare. - Be ready to go a long way to win trust and confidence. Behavior change doesn’t happen overnight.

1. First of all, understand their requirements, apprehensions, and prior experiences. Deeply listen to connect and understand. 2. Acknowledge their apprehensions and concerns. 3. Customize your coaching approach. 4. Align it to the business impact they are looking for. 5. Remain agile in the coaching approach

One thing I've found helpful with skeptical CEO's is to ask them straight out, "have you worked with an executive coach before? " Some are skeptical because they don't fully understand the profession and may confuse it with therapy or "just talking". Executive coaching is not "just talking". Demonstrate to CEO's that this is an opportunity to engage in "slow thinking" which is slower, more intuitive and logical [Kahneman] and allows for a more robust approach to critical corporate decisions.

I believe that building rapport also requires us to tap into our own Spiritual Intelligence. When we show curiosity about others, we connect not just at a professional level but also at a human level. This connection can transcend skepticism. Acknowledging their challenges can be a doorway to deeper insights about their values and motivations. If we approach conversations with an open heart and mind, we can create a “Holistic” environment that allows for genuine dialogue. Trust is not just earned; it is co-created through shared vulnerability and understanding.

Compatibility matters! Start with genuine interest and active listening. Taking the time to understand their concerns, needs, and priorities is essential. Establishing a foundation of trust by approaching conversations with empathy, acknowledging their reservations about coaching and addressing them respectfully. Ask open-ended questions to understand their perspective and avoid making assumptions. Building rapport demonstrates your desire to understand their world and fosters a sense of trust. Being authentic and transparent in interactions helps create a safe environment where executives feel comfortable opening up.

While highlighting your coaching qualifications is important, it's equally crucial to showcase relevant experience. Share past successes and case studies that highlight tangible results achieved by other executives who have overcome similar challenges or achieved desired outcomes through coaching. These can be very effective. Be transparent about your coaching approach. Offering initial 'experience' session where executives can experience your coaching approach firsthand can help build credibility. This allows them to see the value of coaching in action and understand how it can benefit their specific challenges. Sharing your own experiences with vulnerability can create a sense of connection and understanding.

To earn credibility with skeptical executives, it's crucial to demonstrate your expertise through tangible results and relatable experiences. Emphasize your track record in navigating complex business challenges and your deep understanding of the corporate environment. Share specific examples of how your coaching has led to measurable success for other executives. This approach not only validates your capabilities but also builds trust by showing that you have practical, proven solutions to offer.

Ich finde es wichtig, dass man nicht versucht zu zeigen, dass man überall kompetent ist (das ist ja auch gar nicht möglich - aber leider eine Schwäche von vielen Coachs....). Nachdem Sie Vertrauen aufgebaut haben und die Bedürfnisse der Führungskräfte erfühlen und verstehen können, zeigen Sie Kompetenz in einer Sache, die den Führungskräften den größten Mehrwert bietet und den sie selbst nicht erlangen können. Verknüpfen Sie diese - eine - Kompetenz mit den Kompetenzen und Erfahrungen der Führungskräfte. Dadurch werden Sie eine wunderbare Basis für Entwicklung konkreter Mehrwerte erreichen.

Skeptical execs and trust? Is like winning over a tough crowd. Here's the playbook I suggest: #1 Show Up Prepared: --> Know their business and challenges inside out. This shows you're serious. #2 Listen More Than You Talk: --> Give them the floor. Understand their skepticism and where it's coming from. #3 Share Success Stories: --> Talk about times when coaching has turned things around for others in similar spots. #4 Set Clear Expectations: --> Be upfront about what coaching can and can't do. No overpromising. #5 Start Small: --> Suggest a trial period. Let the results speak for themselves. #6 Be Patient: --> Keep showing up, adding value, and the walls will come down. Do not forget: It's about them, not you.

Leadership coaching is a partnership. Focus on collaborative goal setting. It’s important to have open discussions to identify what they hope to achieve through coaching. What are their specific expectations for coaching? What are the key areas they want to develop? Work together to define clear, measurable goals that align with their overall leadership vision for themselves and the organization and resonate with their priorities. Creating a tailored coaching plan that addresses their unique needs and challenges shows that you are committed to helping them achieve their goals. Regularly reviewing progress and adjusting the plan as needed ensures that the coaching remains relevant and effective.

Start by understanding their perspective. What are their specific concerns about coaching? Are they worried about the cost, the time commitment, or the effectiveness? Frame coaching as a tool to achieve their goals. Align your approach with their strategic objectives for the company. Show them how coaching can address their specific challenges, whether it's boosting innovation, improving communication within the leadership team, or navigating a changing market. By demonstrating a clear understanding of their needs and how coaching can directly contribute to their success, you'll start chipping away at their scepticism.

Richten Sie die Ziele voll auf die Mehrwerte der Führungskräfte aus, vor allem auf jene, die ihnen in der Tagespraxis und in der Erreichung des Geschäftszwecks (eigentlich geht es vor allem darum - immer!) behilflich sind. Seien Sie so konkret und praxisnah wie möglich, egal welche Themen oder Theorien Sie vermitteln wollen, fragen Sie sich immer: 1) Welchen konkreten Nutzen bringt dies in der Praxis der Führungskräfte? 2) Wie können sie es konkret in der Tagespraxis anwenden/verwenden? 3) Wie kann ein nachhaltiger Effekt in der Praxis dadurch erzielt werden?

Offering flexibility in your coaching approach can help address the concerns of skeptical executives. Being adaptable and open to feedback demonstrates that you are willing to meet them where they are. This might involve adjusting the coaching schedule, format, or focus areas to better align with their preferences and availability. From options for in-person or virtual meetings to anything that accommodates their time constraints and preferred learning styles. It also means being responsive to their changing needs and priorities, ensuring that the coaching remains relevant and supportive. Willingness to being adaptable shows respect for their time and your commitment to their individual needs. It builds trust and engagement.

Flexibility in coaching is crucial for executives who often juggle multiple responsibilities. By customizing your approach to accommodate their schedules and learning preferences, you not only respect their time but also enhance the coaching's impact. This adaptability can significantly reduce resistance and foster a more collaborative and productive coaching relationship, ultimately leading to better outcomes for both the executive and the organization.

To earn the trust and credibility of skeptical executives in need of coaching, I focus on: a) Demonstrating a Track Record of Success: I share concrete examples and case studies of past clients who have achieved significant improvements in their leadership effectiveness as a result of my coaching. b) Using a Measurable and Transparent Process: The coaching process I use is designed to produce positive, measurable change in behavior, as judged by key stakeholders, not just by the executive or myself. I explain how this process works and how it relies on clear metrics to assess progress. This data-driven approach provides executives with a clear framework for what success looks like.

3rd Party evidence is always effective in increasing trust in executive coaching. It sometimes helps to put their role/accountabilities/size of operation might be very small compared to others. For example I was working with a warehouse manager and I referred him to think about the scope of like managing an Amazon warehouse and it helped him to understand that it can be done and even on a much larger scale than he has been exposed to.

Ich denke, dass zuerst ehrlicher Kontakt hergestellt werden muss. Dazu gehört Offenheit und Ehrlichkeit. Eine zu überladene Darstellung der eigenen Fähigkeiten schafft meiner Erfahrung nach nur noch mehr Distanz. Ich versuche am Anfang immer ins Gespräch zu kommen. Versuche gemeinsame Geschichten zu finden und lasse mir viel erzählen. Ich versuche zu verstehen - natürlich mit Fragen - was die Sichtweise meines Gegenübers ist, wie sind seine Einstellungen und Werte. Wenn das Gespräch gut läuft versuche ich dann zu klären, welche Sorgen im Bezug auf die gemeinsame Arbeit, aber auch im Generellen bestehen. Und ganz wichtig, wenn es nicht gelingt- ja das passiert, dann lasse ich es. Man kann nichts erzwingen, manche meldeten sich dann später.

Offer a tailored pilot program: Propose a short, customized coaching initiative focused on their specific needs. It Is a strategy that provides a low-risk opportunity for skeptical executives to experience the benefits firsthand, building trust and credibility.

Ganhar credibilidade e confiança em um treinamento com executivos céticos pode ser desafiador, mas é possível com uma abordagem estratégica e cuidadosa. Aqui estão algumas dicas para ajudar: 1. Preparação Sólida 2. Experiência e Expertise 3. Resultados Comprovados 4. Personalização do Conteúdo 5. Engajamento Inicial 6. Escuta Ativa 7. Transparência e Honestidade 8. Credibilidade por Associação 9. Feedback Contínuo 10. Ações Práticas e Aplicáveis 11. Consistência e Pontualidade 12. Follow-up Ganhando a confiança e credibilidade através dessas práticas, você estará mais bem posicionado para superar o ceticismo inicial e alcançar resultados positivos com os executivos.

Integrating accountability into the coaching process not only ensures that executives remain committed but also fosters a culture of continuous improvement. By setting clear, measurable goals and regularly reviewing progress, you create a transparent framework that highlights achievements and areas for development. This structured approach not only builds trust but also demonstrates the tangible value of coaching, making it easier for skeptical executives to see its long-term benefits.