Executive Coaches and the Legal Profession
IF you look at most successful people like politicians, a business owners, a professional, or an artist, you will find someone playing an advisory role behind them and guiding them all throughout their career until they have attained the success that they have now. The logic seems to reflect over the reality that when one, or a group, is engrossed over something important or critical, the ability to think out of the box gets out of the question, and the likelihood of deciding over something severely substantial to alight themselves with a better analysis or a judgment, is fundamentally curtailed. They have a blind spot or things they are not able to see or consider when making decisions. And we all have our blind spots and the reason why in our present economy, there is an increasing trend in top corporations toward hiring external coaches to work with senior level executives.
What executive coaches are to a company is a sounding board and someone who conditions everyone to a reality check, and this is why they are hired by these companies. They provide support and validation, using their resourcefulness, their acumen and expertise.
Well, for all you know, professional coaching is also spreading to the legal profession as well. Being a partner mentor, the professional coach of a lawyer will help him success by putting an edge in their performance. This is not only for the regular lawyers, but even top performing lawyers achieve peak performances when they are under a mentor.
Coaching picks up what traditional consultation can’t do. And the difference is this. In a typical consulting relationship, a consultant will identify ways that you can achieve your desired objective. In most cases, a consultant does not act as a mentor but a role alleviator. The consultant will end up listing steps that you need to take in order for you to achieve your objective in your professional career or business. Sometimes the consultants even do the work for you to achieve their own ends.
This is not the case of a coach. It does not succeed by having the type of relationship where a more senior or experienced person acts as an advisor or guide to a junior or a trainee. A coach however is one who is responsible for providing support, feedback and an alternative outlook to squeeze out an unsought premise that even the mentor himself or herself is clueless where it will lead to. It is about sustaining an effort to capacitate the lawyer to think better and to think differently or unconventionally.
When you hire an executive coach he usually charges a monthly fee and there are weekly phone conferences scheduled with the client. The amount that executive coaches charge their clients can be as low as a few hundred dollars to as expensive as several thousands of dollars.