Thinking of getting an executive coach for a talented but problematic leader?

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We often receive requests to coach leaders who are "getting results"… but also hurting the culture. (Check out this research by Michigan Ross professor Gretchen Spreitzer into working with these sometimes difficult and deenergizing people.)

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Hiring a coach for someone doesn't mean you can give up managing them. In fact, your role as a manager is more important than ever in bringing about - and sustaining - a change.

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This kind of coaching only works when structural accountability is in place. The coachee needs to be crystal clear on the behavior change that is expected of them, and the consequences of not being successful in making this change.  This clarity needs to be provided by their leader.


A good coach will add further relational accountability to support the change. The coach and coachee create a trusting partnership where they make agreements about action steps, follow through on them, and debrief the process, outcomes, and learnings.

Relational accountability is a valuable supplement to structural accountability. But it is not a substitute for it.

These seven questions will help you decide if it is the right time to get coaching for this colleague (or if your time and energy are better spent elsewhere for now!):

So far:

  • Have you already shared feedback and sought confirmation of understanding?
  • Have you already shared expectations about behaviors moving forward?
  • Have you followed up when expectations have not been met, to create structural accountability and offer your own support?

Is this behavior change important enough that continuing with the status quo is unacceptable to you as a leader?

Moving forward:

  • Are you willing and able to make a significant financial investment in an assessment and a period of coaching?
  • Are you willing and able to make a significant investment of your own time and emotional energy, to create clear expectations and give consistent feedback for the duration of the project and beyond?
  • Are you willing and able to be a champion of your colleague to others as they work on this change?

Our experience suggests that a single "no" means you are not yet ready for your part of the project. If the answer is yes to all, then you are ready -- and the project stands a great chance of success.

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