|
|
|
|
| Coaching For Lawyers Executive
coaching, a professional development tool that combines strategic
consulting and problem-solving counseling to help professionals set
and reach their business and/or personal goals, has in the past decade
found much support in the business community. Managers in corporations,
including blue chip companies such as IBM, AT&T and Kodak, are
realizing its benefits. Lawyers on the other hand, are just now becoming
familiar with the concept. That the coaching trend is more prevalent
in corporate But what exactly is coaching and why
should it be of interest to lawyers?
Perhaps it’s best first to say what it is not: coaching is not therapy. A central tenet of coaching is that the person
working with a coach is currently functioning well, but wants to optimize
performance. Moreover, coaching
looks forward to achieve future goals; it is not concerned with the
past. BENEFITS FOR LAWYERS Coaching can be of benefit to lawyers in areas as diverse as managing
relationships with clients and colleagues, refining communication
and negotiation skills, productivity, and working out issues of
stress and work/life balance. Career
management and practice development are additional areas where the
insight, support, and prodding of a coach can give an attorney the
extra edge to achieve in a competitive market. Most attorneys will concede that superior
people skills are often the distinguishing characteristics of the
most successful attorneys. Nevertheless, many attorneys, being logical
and linear by nature or training, have been skeptical of opportunities
to develop these skills through coaching. The number of skeptics is
going down, however, as more lawyers recognize that their technical
skills alone can get them only so far in the legal profession. Even among the attorneys who see merit
in the personal and professional development that can be achieved
through coaching, the idea that “I can do it myself” may be enticing.
Attorneys tend to be a self-reliant lot, and may be put off
by concern that taking on a coach will be perceived as a sign of weakness. But realistically, it’s the rare individual
who can change behavior significantly without support. The problem,
of course, is actually doing what you set out to do.
Everyone knows that in order to lose weight, you eat less and
exercise more. But how many
people successfully lose weight without any type of support system?
For attorneys, coaching provides the support system with its
structure and discipline to “get it done.” WORKING WITH A COACH Working one-on-one, the coach and client
first identify and assess the client’s goals and then devise a strategic
action plan to achieve them. Coaches ask open-ended and provocative
questions to help clients explore options they may not have ordinarily
considered. Brainstorming frequently generates practical ideas, alternatives
and realistic, attainable solutions. An action plan then provides
a structure for commitment. The most important task of a coach is
to hold the client accountable. In short, the best coaches are part
strategist, part sounding board, part cheerleader and part taskmaster. Coaching sessions, usually weekly, continue
for a period of three to twelve months, depending upon the client’s
objectives and progress. Sessions
may be held either in person or over the telephone and typically last
30-60 minutes. Frequency keeps the client on track and permits
timely adjustments. Many coaches
also make themselves available when unanticipated needs arise between
scheduled sessions. From a financial standpoint, coaching
can be a wise and prudent investment.
Consider practice development coaching: if coaching support
helps bring in just one additional piece of business, it has already
paid for itself and then some. Alternatively, in the case of career management
coaching, by investing in coaching to help retain a previously dissatisfied
lawyer, the firm or corporate legal department may save itself the
far greater cost of replacing that attorney. FINDING A COACH Most coaches have received some type
of formal training, and there are both attorney and nonattorney
coaches. The advantage of nonlawyer coaches
is that they are sometimes better equipped to bring a fresh perspective
to an issue. Some are also more likely to add a level of
spirituality to the experience, which certain clients appreciate. Lawyer coaches usually have a better grasp and
understanding of the unique stresses of practicing law. They also tend to be more pragmatic than nonlawyer coaches, which many clients prefer. Most critical is the coach’s ability
to relate interpersonally because the coaching relationship is an
intimate one requiring respect and faith. Carefully
interview prospective coaches before choosing.
If complimentary sessions are offered, take advantage of the
opportunity to discern and assess the intangibles of the relationship.
Work only with coaches whom you trust and with whom you feel comfortable.
Never hire a coach where there is no genuine rapport and don’t be
afraid to rely on your instincts about the personal chemistry. It is often said that lawyers don’t
want to be the first to do anything, but don’t want to be the last
either. Coaching will become popular in the legal profession
as more attorneys begin to understand and appreciate its value. What remains to be seen is how soon. ROY S. GINSBURG is an attorney,
CLE provider, and attorney coach.
He provides services to individuals and firms from offices
in |
