By Leslie Pratch
Any capable coach knows that what clients say are the problems are rarely the actual best statement of the core problem. All coaches have methods of getting to the heart of the matter, some more thoughtful than others. I started with trying to understand the heart of the matter – that’s why I got into this business. My methods are very, very good at getting to the heart of the matter, quickly. Executives who were not coaching candidates originally but who were assessment candidates saw their assessment findings, felt I nailed their issue, and wanted coaching.
The assessment is the first part of a process that can go in a number of directions. Executives can sign up for the assessment first and decide upon coaching once we’ve talked about what the assessment shows. During this discussion we may decide that the person does not need coaching, or that I am not the right coach. From time to time, therapy is called for and I refer the person to an appropriate therapist. I do not do therapy, but I know what it needs to be, and I know who needs it. I have a strong referral network.
Sometimes I coach in conjunction with therapy and sometimes the prospect needs to resolve the really deep issues before coaching can be beneficial. If an executive is looking for coaching, we can ascertain whether coaching is the answer by having the assessment first. A good assessment and the right client may make coaching unnecessary.
No matter the person or coach, the best outcomes occur when coaching begins with a sophisticated understanding of the person. The coaching plan then builds on insights from the assessment. Assessment candidates can take the report from the assessment for their personal use and show it to the coach and/ or therapist they’ve decided to work with. Of course, I am available to consult to that coach or therapist if necessary, as part of the original assessment service.
Much of my latest writing appears in The European Financial Review
About the Author
Leslie S. Pratch is the founder and CEO of Pratch & Company. A clinical psychologist and MBA, she advises private equity investors, management committees and Boards of Directors of public and privately held companies whether the executives being considered to lead companies possess the psychological resources and personality strengths needed to succeed. In her recently published book, Looks Good on Paper? (Columbia University Press, 2014), she shares insights from more than twenty years of executive evaluations and offers an empirically based approach to identify executives who will be effective within organizations – and to flag those who will ultimately very likely fail – by evaluating aspects of personality and character that are hidden beneath the surface.
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