Successfully coaching derailing executives is a key area in which consulting psychologists positively impact both individuals and organizations.  Three distinguished members of the Society of Consulting Psychology, Nancy Polk, Carl Robinson and Randall White discuss their perspectives and their experiences in working with this group of executives and managers. Topics addressed include: key success factors in successful coaching engagements, frequently used assessment approaches, building rapport and measuring success. Back to The Consulting Psychologist™

Question 1.  In your experience, what are the most frequent problems that cause executives to derail?

Carl Robinson
The four most frequent problems that I see are:

• The executive rubs people the wrong way (using a polite description).  These individuals antagonize people by being arrogant, insensitive, pushy and unable to share deserved credit with peers or subordinates.

• The executive uses a predominately command and control type of leadership style that alienates and de-motivates those who report to him/her.

• The executive is technically savvy, even brilliant, but interpersonally clumsy or inept.  In this case, unlike the two mentioned above, the executive has often just recently been promoted from a technical position into a leadership role without any basic leadership or management training.  He or she is basically clumsy in dealing with others who in turn become impatient and frustrated with the new executive. 

• The executive is emotionally volatile or erratic.  The people around him/her don’t know what’s going to hit them next.  Everyone walks on eggshells around this type of exec.

Nancy Polk
An authoritarian vs. empowering and respectful leadership style.  The executive may be described as harsh, critical, and micromanaging.

Not being visionary and strategic.

Fighting (overtly or covertly) with executive peers over agendas and “territories.”

Randall White
Behavioral problems, while executives continue to deliver performance.  These are smart, gifted people who make it to the top of organizations but—if you’ll excuse the expression—the body count finally gets too high.  It’s the guy (a true case) who delivers $1.5 billion in revenue who just doesn’t understand how his day-to-day behavior has put so many people off that nobody wants to work for or with him anymore.

Nancy Polk
In my experience, nothing can replace a 360-feedback interview process. I interview 8-10 people and ask open-ended questions about strengths and areas for development. Only the coaching client receives a copy of the report, which is verbatim comments grouped by themes.  I also use the ASSESS test by Bigby-Havis (very sharp presentation), the Personality Research Form, the CPI, and the MBTI, Step II (which is good for describing cognitive style, work style, and interpersonal approach). 

Randall White
The same tools as with any coaching assignment—interviews with boss(es), peers, and direct reports; a variety of instruments—ACL, FIRO-B, a 360, and others.  Our purpose is to find behavioral themes (remember multi-trait, multi-method?) that the executive and the coach can develop as action items to work on.  It’s not lost on me that my role is also to make sure that the organization has spoken honestly with the executive about the severity of the situation.  If they have not, I make sure we have such a conversation or I walk away from the engagement.

Carl Robinson
I, probably like most of my colleagues, try to use three methods of assessment.  I use the results from all three sources of data to zero in on behaviors/issues that rise to the top on all three.  This tends to laser focus the coaching process:

1. I conduct an in-depth assessment interview with the candidate where I learn the candidate’s life story…not just their work history.  This helps me understanding how the candidate’s history (family of origin, culture, etc.) impacts who they are.  I also use this time to find potential roadblocks to look out for or work around and motivators to help them through the rough spots.

2.  I use  one or more business related personality assessment tools, e.g., the ASSESS by Bigby/Havis, 16 PF, or the MBTI.  

3. I also use some type of 360 multi-rater assessment.  Most frequently I use an online 360 tool, but sometimes conduct interviews with important individuals who observe or work with the executive and sometimes a combination of the two.

Randall White
They are the client!  And I have to work to make sure they understand that we are partners in this process—learning partners.  My only reason for being part of the process is that I have expertise about the instruments and the method and knowledge of executive development.  They bring themselves and their experience of themselves in the world.  They are the valuable actor in this process.  Certainly, their organizations and families see it that way.  Otherwise, why go through this process?

Nancy Polk
I outline very clearly the parameters of our relationship - who will receive information about the program and their progress. I have them sign an agreement that outlines several areas, including limits to confidentiality.  I work hard to understand and empathize with how hard this has been for them and where they are not feeling successful. The executive is usually just as frustrated as everyone else is because he/she is getting negative feedback and doesn’t know how to fix it.

Carl Robinson
I am thankful that I was trained as a clinician and worked as a one for many years before moving into coaching.  That’s were I learned to establish rapport, so to explain how I do it is difficult.  Derailing executives experience significant shame in “failing.” Whether or not they can admit that is another question.  I believe how well I help them come to terms with or resolve their shame within the first meeting or two will predict and impact the effectiveness of coaching to a great degree.   The short course in rapport building is that I try to convey that I’m an ally and partner.  I communicate that I am extremely excited and thrilled to have been given this opportunity to work with someone who wants to perform at the top of his or her game.  I also try to convey that virtually every successful executive I’ve met has had to surmount some type of career hurdle and that although having to work with a coach may not be their dream of success, if they use me well, this could be one of those opportunities that they look back on and reflect that it helped them become more successful.

I ask many exploratory questions that allow me the opportunity to repeatedly respond empathically and non-judgmentally to their answers or to their story (for those who don’t need much probing) so that they experience that I understand and am on their side.  They must have the experience of me being empathic.  I try to convey that I am someone who admires their courage in facing these hurdles.  I try to be as direct, authentic and clear as possible.

In my first meeting I always ask, “What do you want to get out of working with me?”  I make it clear that they are in the driver seat and control what we do or don’t do together.  And, of course, I make it clear up front what the confidentiality parameters are for our work.  I put them in the driver seat for communicating to their bosses on what they are working on with me so that I don’t get triangulated.  I continually ask for feedback on how “we” are doing.

Carl Robinson
Using assessment data as a starting point is usually a very powerful tool to help the executive understand what they are doing that is not productive.  Often they don’t know what they are doing that is problematic.

Helping the executive become more self-reflective and self-aware by asking questions such as,  “Why do you think so & so felt or acted a certain way?”  “What do you imagine so & so might feel if you did or said x?”

Helping the executive learn “emotional self control and regulation,” to help him/her stay calmer under pressure so that they can respond rather than react.  

Being a non-judgmental sounding board…using those empathic responding skills I developed as a therapist.

I have a supply of articles written by other “experts” that apply to most of the common issues executives face. These articles provide practical suggestions and assist executives in learning that they are not alone in having difficulties.  It helps take the shame out of receiving coaching.

Nancy Polk
Quickly identify what behaviors are getting the person into the most trouble and what triggers those behaviors. Identify short-term strategies to stop the negative behavior (walk away when you feel like yelling and cursing at your direct report) until longer-term strategies can be developed. 

Meet frequently at first to gain momentum and deepen insight and rapport quickly. 

With interpersonal and leadership issues it is important to address the issues from several angles- cognitive, emotional, behavioral, sometimes spiritual. I help them understand why people feel the way they do and why they are reacting the way they are to the executive’s behavior. We then work on skill building (such as expressing disagreement tactfully) and strategize about specific relationships and situations.  

• The concept of over-used strengths works very well – it is simple, clients can “hear” it and understand it quickly and it supports their self-esteem because it is based on doing too much of a good thing.

Randall White
Interventions where the person being coached has been clearly and honestly communicated with and where there is a genuine desire on the part of the person to learn, grow, and change.  Of course, the people in the organization have to give space for the person to learn, grow, and change without expectations of miracles.  Behavioral change takes time, feedback, and experimentation.

Question 5.  How do you measure success in this type of coaching?   In what ways do you measure results in this type of coaching?

Nancy Polk
In a derailing situation I stay in close contact with the sponsor (boss, VP- HR) and regularly ask for an update on what progress the executive has made, what needs to continue to be addressed, etc. I also send a survey to the coaching client and the sponsor towards the end of the program. The goal is to have no surprises  - to not get to the end and not have the progress that the company was expecting.

Randall White
Toward the end of the coaching engagement we go back to people we’ve interviewed and ask a targeted set of questions.  In the final analysis, though, how does anyone ever know if someone has changed?  More typically, the anecdotal evidence speaks very loudly one way or the other.

Carl Robinson
Measuring success is a combination of what my client thinks and what their boss thinks about the candidate’s progress (mostly their boss as you might expect).  During the assessment phase I try to determine what the executive needs to learn, do more of, start doing and stop doing.  I try to make those objectives very clear and get agreement from the candidate’s boss on what he/she expects to see that will determine how they evaluate the candidate.  We then build those objectives/goals into an action plan for the candidate. They share these goals  with their boss to ensure that we are all on the same page.  Measuring results is then a fairly easy task…did the candidate achieve the goals outlined in the action plan?

Question 6.  What advice or suggestions do you have for consultants who are beginning their coaching careers in this area?

Randall White
Be careful.  Remember, especially at senior levels, everyone has an agenda.  You are the learner’s partner, sounding board, confidant—empathy is critical.

Carl Robinson
Don’t get into tug of wars or battles with derailing executives.  I offer my ideas as suggestions not as “you must do this.”

Don’t get so attached to succeeding that you can’t help the executive see that the best option for them may be to leave the company or that you might not be the right coach for them.

Nancy Polk
Make sure that the organization has been clear with the executive about the seriousness of the situation and the consequences of not changing. If the person will be terminated if he or she does not change, he or she needs to be told this by the organization. Derailing executives often misinterpret indirect comments as being little more than suggestions or “things we would like you to work on.”

Make the executive your primary client and respond to his or her needs, concerns and questions. Focus on understanding the context and relationships as clearly as possible. Encourage a collaborative problem solving approach between the two of you to address the organization’s concerns.

Question 7.  If there were one or two things you suggest that consulting psychologists not do in coaching derailing executives, what would those one or two things be? 

Carl Robinson
Don’t get into tug of wars or battles with derailing executives.  I offer my ideas as suggestions not as “you must do this.” 

Don’t get so attached to succeeding that you can’t help the executive see that the best option for them may be to leave the company or that you might not be the right coach for them.

Nancy Polk
I suggest not trying to convince the executive that changing is in their best interest. I do suggest helping them outline what their choices are and the costs and benefits of each. 

Don’t take on the responsibility of telling the executive how serious the situation is when the company has been unwilling to do so. Be ready to turn down or stop the coaching assignment if the organization will not be upfront with the executive.

Randall White
Don’t ever forget the narrow band of acceptable behavior (from “Breaking the Glass Ceiling”).  Someone’s behavior may be unacceptable because the behavior is different or because they are different.  Never hesitate to listen and problem solve a person working out that it may be better for them to leave the organization than to “try to fit in.”

Avoid coaching a derailed executive as your first engagement in an organization.  I realize this isn’t always practical, but in any organizational system, an external agent is labeled by the people in the system.  When you enter the system as a coach to a derailed executive, you’re in danger of being classed that way forever.

Question 8.  In assignments where you have been successful in coaching derailing executives, what have been some of the common elements/reasons for this success?

Nancy Polk
A strong personal reason to make the needed changes – e.g., to keep one’s job and maintain financial security, to improve interpersonal relationships at both work and home, to be more influential and make a stronger impact on the business, to be thought of more positively by employees, etc.

An ability to observe oneself and self-monitor one’s actions.

Randall White
All parties really wanted the coaching to succeed.  By the way, I’ve seen more coaches rejected as suitable candidates for one of two reasons:

1.  They were too psychological in thought, word, and deed.  If you look too hard for pathology, you’ll probably find it.  Executives want psychological skill and insight applied to solve practical behavioral shortcomings.

2.   The potential coach was seen as not bright enough.  What was really meant was not quick enough, not improvisational enough (APA address, summer of 2002, from Ed Schein).  When meeting the executive, one needs to have one’s wits about them and be willing to be in the moment.  Remember, you have an agenda, but so does the executive.  Can you help her with the mess she’s in?  Sometimes blindly sticking to your agenda makes it hard for the executive to assess this.

Carl Robinson
The candidate has a strong enough sense of self that they are able to view themselves critically without excessive defensiveness.  They don’t take themselves too seriously.

Very strong motivation to succeed in spite of the obvious hurdles they face.

Willingness to take risks and try new things out.

Insightful and curious.

A sense of humor goes a long ways.

Question 9.  What factors might cause you to refuse such an assignment?  What might cause you to terminate an assignment early?

Randall White
Any sort of situation where we (my partners and associates discuss each executive we take on) conclude that the person might need more than coaching; where the organization sees coaching as a consolation prize or has already decided on outplacement; where truth-telling will be left to the coach; or any form of malfeasance, illegal activity, or substance abuse is suspected.

[Terminate early?]  I don’t ever recall this happening, but I guess lack of progress or interest on the part of the executive and my feeling that we would just be taking their money.  Life is too short!

Nancy Polk
Clear signs of some kind of impairment such as severe emotional stress and paranoid thinking. Also, extreme defensiveness and an inability to see things from another’s perspective.

Indications that the organization is going to terminate the person anyway. They have lost faith in the person and are going through the motions of a coaching program.

Insufficient motivation or a personal reason to make the needed changes after being given direct feedback from the organization and the executive and I have met a few times to discuss it. 

Carl Robinson
I would turn down an assignment if I thought the company was using me as the “angel of death.”  Occasionally I have determined that the candidate’s boss had already made up his/her mind to fire the individual but wanted to assuage his/her guilt prior to firing the executive by giving the candidate a chance (when there really wasn’t a chance).

I wouldn’t take an assignment if the candidate was just plain too angry and defensive or if I just didn’t like the candidate.

I would terminate an assignment if I believed I wasn’t being of any more help to the candidate or if they felt that way about me.

Question 10.  What additional suggestions or counsel might you have for colleagues who provide these types of coaching services?

Carl Robinson
I think having some type of ongoing supervision or peer consultation is critical.  We can become too isolated and having a trusted confident or two with whom you can commiserate, ask for advice or to knock you upside the head when you need it is extremely important.

I also, I think it’s important to remember that no matter how high up the food chain or how experienced a derailing executive is…he/she is probably ashamed about derailing and very scared (especially now with the economy in the dumps) …no matter what their outward persona may show.  A very “seasoned” CEO recently told me that “asking for help is hard for most executives (especially males) to do under the best of circumstances and it’s many times harder to ask for help if you have been told you need it.” 

Lastly, sometimes executives act like or give the impression they can handle anything you tell them about themselves.  I think that when you deliver negative or critical feedback you have to deliver it carefully at first, regardless of how strong they appear to be, until you have seen them effectively handle small doses of negative feedback and can trust that they can handle stronger versions.  On the other hand, some executives won’t work with you unless you hit them between the eyes hard.  It’s a challenge deciding who needs what. 

Nancy Polk
Develop a strong working alliance with the person that clearly conveys your interest in him or her as a person. If the executive is derailing, he or she is under a lot of pressure and stress, and it’s important to be supportive and flexible.

Be very upfront with the executive if you don’t think the program will be successful because he or she is not devoting enough effort and energy to the process.  If you need to tell the sponsor something negative, tell the executive first and discuss it together. Give him or her a chance to recommit him or herself to the process.

Randall White
Working with executives providing “private swimming lessons for Olympic-class swimmers” is the best, most rewarding work there is.  It’s an honor and a privilege to get to work with and learn about some of the most successful people in the world.  We all have flaws—some are better at dealing with them than others.  Tread lightly.

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	Nancy Polk, Ph.D. is the owner of Career Passages based in Dallas, Texas.  She can be reached at nancy@careerpassages.com.
	Carl Robinson, Ph.D. is the Principal of Advanced Leadership Consulting based in Seattle, Washington.  His e-mail address is carl@leadershipconsulting.
		Randall White, Ph.D. is a Principal of the Executive Development Group LLC in Greensboro, North Carolina and an Adjunct Professor at the Fuqua School of Business, Duke University.  Emails can be sent to randy@edgp.com.

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