FAQs
The Coaching Process
Q
What is the typical length of time for a coaching engagement?
A
The length of a coaching engagement varies depending on the agreed upon scope of work. However, I find that on average a typical engagement lasts six to twelve months.
Q
How long is a typical meeting?
A
Again, this can vary depending on the objective of the meeting and your individual style; however, I would say sixty minutes is most common.
Q
How frequently would we meet?
A
Frequency of meetings is dependent on your availability and ability to make progress on agreed upon actions between meetings. Every three to four weeks is typical.
Q
What is your process? What can I expect?
A
We'll start with an initial discussion to understand why you are seeking coaching and agree upon desired outcomes and how we will measure success. From there we will use tools and assessments to build self-awareness and identify specific focus areas for improvement. Together we'll build a plan of action to drive the desired change and discuss your progress on an ongoing basis against pre-determined measures for success.
Q
What does the coaching process require?
A
Executive coaching requires a willingness to get out of your comfort zone and openness to change and the perspectives of others, including your coach. It also requires an investment in time.
Q
Is virtual coaching as effective as face-to-face?
A
What is most important in the coaching process is rapport between the client and the coach. If there is rapport, a Teams, Zoom, or phone meeting can be as effective as a face-to-face meeting. It can also be a matter of personal preference and/or geography. I have satisfied clients whom I've never met in person and others who wouldn't dream of not meeting in person!
About Suzann
Q
What experience do you have coaching executives in my function or industry?
A
I have over 20 years experience in executive development and executive coaching working with senior leaders across multiple industries and functional disciplines (see Press Room for a partial client list). I have also interviewed hundreds of senior leaders as part of The Arseth 360 and as a result, have a unique understanding of what is valued and expected of senior leaders in a variety of industries and functional disciplines.
Q
What qualifies you?
A
I have coached over 500 leaders and their teams over the past 20+ years to lead more powerfully with proven results.
Q
What would clients say stands-out about your approach?
A
Clients describe me as an insightful, keen listener who isn’t afraid to challenge leaders to a higher level of performance through pragmatic, actionable feedback and coaching.
Q
Do you have an ideal client?
A
My ideal client is committed to being the best leader he or she can be, understands the importance of leadership and the responsibility and privilege it holds, and is open-minded enough to know and accept they don’t have all the answers. An ideal client knows he or she can never stop improving!
Results
Q
How will success be measured?
A
Metrics to define success will be agreed upon upfront. Measuring success can come in the form of follow-up surveys, follow-up to The Arseth 360, your own personal assessment of effectiveness, or business metrics, just to name a few.
Q
What results have others seen?
A
The following results have been reported from varying clients:
- Improved organizational communication,
- Candor,
- Decision-making,
- Empowerment and trust,
- Clarification of roles and responsibilities, and
- Processes for the identification of leadership competencies, succession-planning, performance management, and meetings.
And, all of these lead to better business results, higher employee satisfaction and engagement, and a higher level of personal satisfaction and career impact for leaders.
Q
Have you ever worked with someone when coaching wasn’t successful?
A
Unfortunately yes. It has happened a handful of times when the client was not the requester of coaching services and was asked by someone in their company to be coached. Coaching success begins with a desire to change behavior and the willingness to take action. If this is missing or lacking, a change in behavior is unlikely. Interestingly, I’ve also had a handful of clients that thought coaching was successful when I did not. They believed they benefitted from the dialogue and perspective; however, little happened, in my opinion, in terms of changed behavior.
Q
What are your success stories?
A
You can read about how I have successfully helped executives and their teams here.
Confidentiality
Q
Is coaching confidential?
A
Absolutely―your confidentiality is taken very seriously. This includes ensuring an executive’s confidentiality within their own company as well as externally.
Q
What will be shared with my manager/others?
A
We will discuss before we begin the coaching engagement what information could be disclosed to your manager or others.
Q
If hired by HR or the manager of a coaching recipient, how do you interact with each stakeholder? What is shared and what is confidential?
A
Agreements concerning roles and involvement will be clarified before the coaching engagement begins. As a general rule, the coaching recipient is responsible for communicating updates with regard to their development focuses, actions, or progress with the various stakeholders to ensure confidentiality is maintained.
The Arseth 360
Q
When is it best to use The Arseth 360 vs. another assessment?
A
The Arseth 360 differs from online multi-rater assessments in its ability to clarify and dig deeper to provide specific, actionable feedback via The Arseth 360 interview process. It can benefit any leader or manager looking for specific, actionable feedback including senior executives and high-potential managers.
Q
I’m not confident people will actually share candid feedback. How do you create a safe environment for candor?
A
Creating a safe environment is critical to the success of The Arseth 360 process. It begins with the 360 recipient communicating their sincere desire for candid feedback to respondents when they initiate the process. Then, before starting the interview process, all interviewees are told how their data will be captured in the report (by response group and with how many others specific to their situation―a minimum of 3 in a response group to create anonymity.) During the interview, the interviewees’ feedback is repeated back so they have a chance to help craft how the feedback will be reported. If they have concerns with regard to what they said, the interviewer will help them make changes they feel comfortable with.
I have found that the process fosters candor over time. When participants see that their feedback is received without repercussions, and positive action has resulted, they are more likely to provide candid feedback in the future with or without a 360. I also find people share in degrees of candor―some will share their feedback very directly without reservation, while others might be more guarded. The result is the same either way: the themes surface and the levels of candor provide the different viewpoints that make the collective feedback more insightful and more actionable.
Q
Why wouldn’t I do this? What’s the potential downside?
A
While any leader would benefit from The Arseth 360, the labor-intensive nature of this service makes it more costly than an on-line 360 tool. The Arseth 360 is recommended when you need or want to invest in more robust development to provide game-changing insight and actionable data. I have found it may not be necessary when a significant number of leaders are initiating a 360 at the same time, particularly for those who are newer to leadership.
The process also needs to be taken seriously. If you ask for feedback and are not willing to hear it or respond with a change of behavior, in some instances it could actually be more harmful than good. It can condition the organization to believe leaders don’t want employees’ feedback and keep staff from being open and forthcoming in the future.
Q
Do you recommend a follow-up 360 to determine progress?
A
Yes, a follow-up 360 can be conducted after an initial one to measure progress. Other more targeted follow-up surveys can also be used.
Ready to move to the next level?
Contact Suzann today for a complimentary consultation.
