Posted under Career Management on April 4th, 2007
Okay - we understand that the selection process is reciprocal, meaning that the candidate and the potential boss assess one another to determine if they are likely to be compatible. This week, Joann Lublin, the WSJ Managing Your Career columnist , reported on a new trend - involving the hiring manager’s executive coach in the final selection process.
Your first response to this may be “ugh, yet another layer…,” but upon reflection, both parties may derive some value from this.
* An executive or manager who consults a coach demonstrates that he or she is self-reflective. It is a fair generalization to claim that one who is engaged in coaching is demonstrates a commitment to both their professional vision and their personal lifestyle.
* Successful candidates are self-reflective as well - they demonstrate the ability to learn from previous experiences and plan for change and growth.
The example described in the April 3rd WSJ Marketplace column refers to a non-profit organization, specifically one where the founder was still functioning as the Executive Director (E.D.). The E.D. (Carol Shapiro) was grappling with issues related to growth and sharing the power to manage a 33-person organization she had founded 11 years ago (Family Justice). She turned to Kathleen Pogue White, an executive coach and leadership consultant, who urged Shapiro to become more collaborative with staff associates.
The task of choosing between excellent candidates for the position of Chief Operating Officer became easier once Shapiro suggested that her coach meet the two finalists. Elisabet Elkind, the new #2 with Family Justice, showed herself to be both unflappable and insightful in handling the potentially uncomfortable interview with the coach.
* She was secure enough to reschedule the meeting 2x, due to her own work-related demands, and she asked questions that revealed her keen observation and insight into the FJ culture.
* Elkind revealed an understanding of her cultural disconnect with her most recent assignment, and offered a credible analysis of her preference for operational vs. executive duties.
Without the involvement of her coach, the E.D. may have selected someone with whom she was more personally comfortable - another enthusiastic visionary - instead of the more complementary Elkind. This is an interesting extension of the role of executive coaches, one that is suitable for corner offices in corporate, academic, and non-profit arenas.
See previous posts, e.g., “Do Well by Doing Good” for links to other nonprofit career listings.
Job Listings and Internships with Family Justice (located in NYC)
Posted by Karen Katz
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