A Guide to Executive Coaches for 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. This is commonly called “blind spot”. And this blind spots are possessed by everyone and the reason why in this present economy the trend is for top corporations to hire external coaches to work with senior level executives.
These coaches that are hired by companies to coach executive act not only as a sounding board but it also conditions everyone to a reality check. What they can do is provide support and validation to the group using their resourcefulness, their acumen, and their 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 includes even top performing lawyers who are more likely to achiever peak performances when they have a mentor.
Where traditional consulting ends, coaching picks up. And the difference is this. In a typical consulting relationship, a consultant will identify ways that you can achieve your desired objective. In this way, consultant do not act as mentors but as a role alleviator. What the consultant then ends up doing is detailing steps that are important for you to achieve your desire for your career. These consultants even periodically do the work for you in order to achieve their own ends.
This is not the case of a coach. Key to the success of this relationship is not the type of mentor who because they are more senior or more experienced acts as an advisor or guide to a junior or a trainee. A coach works with the person he is mentoring by providing support, feedback, and an alternative outlook and both does not really know where the discussions will lead them but usually this leads to something really beneficial. It is about sustaining an effort to capacitate the lawyer to think better and to think differently or unconventionally.
Executive coaches often charge a monthly fee and schedule weekly phone conferences with their clients. Fees can range from a few hundred dollars up to several thousand dollars.
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