Executive Coaching in Action: Legal Eagle to People Leader

Tony Chapman, Bill Best and Paul Van Casteren

Chapter Chapter 7 in Executive Coaching, 2003, pp 151-164 from Palgrave Macmillan

Abstract: Abstract Working as a chartered psychologist, originally much in assessment, I often found myself presenting feedback from the psychometric tests and analytical instruments, completed as part of assessment procedures, to corporate candidates, both successful and unsuccessful. On occasion, they would look to me for advice: How might they improve? What alternative behaviours might they adopt? How should they address what was ‘wrong’? It was as if my acquiring some academic qualifications, reading a few books and being deeply introspective was sufficient to provide me with the necessary insight to help. I was intrigued by the notion that perhaps I did have some suggestions to offer and should help them to find a way forward, but often I was engaged by the different ways people dealt with the feedback. At that time, having seen the benefits individuals could derive from assessment data, I wondered how this source of data on performance could be channelled more specifically for development. Our development centres were born and our role as coaches established.

Keywords: Work Issue; Legal Department; Senior Group; Executive Coach; Psychometric Questionnaire (search for similar items in EconPapers)
Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50885-9_7

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DOI: 10.1057/9780230508859_7

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