How to Leverage 3-Way Conversations Into Branding Opportunities
The many benefits of executive coaching are obvious and quantifiable – the coachees develop a deeper self-awareness of their leadership style, they better understand the impact of their style on others, and they are supported in identifying their blind spots through an ongoing partnership with a trained unbiased professional. This clarity helps align the coachees’ styles to company objectives and creates a smoother path toward success.
During the coaching engagement, it is typical that 3-way conversations are held between coachee, manager, and coach. The objective here is to open a line of communication between coachee and manager to determine the manager’s perceived strengths and weaknesses of the coachee, as well as the goals that they’re expected to work towards. This might be the very first time these matters have been genuinely discussed, which is a breakthrough in and of itself. If a coaching issue is acute, there may be further 3-way conversations to monitor progress and reinforce goals established in the initial discussion.
While a coachee might find such a meeting intimidating since much of the conversation is centered around course correction and changes that need to be made to further their development, there is an opportunity for the coachee specifically that’s inherent in a 3-way meeting: the chance to brand themselves.
First and foremost,
the coachee’s general receptiveness of the coaching engagement itself and completion of initial assessments demonstrates to the leader that the coachee is a leader who is open to constructive feedback and committed to improving their effectiveness.
Secondly,
throughout the coaching, by being an active listener with powerful questions, the coachee can then learn to define their style and identity as it relates to their position. They can focus with their coach on how they want to be perceived within the organization, and what is the specific value they offer. This valuable insight into themselves will help them develop more conscious choices about the value they offer and the type of leader they wish to be.
Lastly,
during the 3-way meeting with their superior, the coachee can leverage their new self-awareness into an opportunity to clarify the type of leader they want to be and how these new insights will enable them to be a more effective leader. With the coach’s support, the coachee can use this platform to reinforce their strengths that got them hired in the first place while demonstrating the new direction and approach they’re developing through the coaching partnership.
This developmental intervention can give the coachee the chance to redefine their intentions, highlight their strengths and demonstrate their adaptability. The three-way conversation is key to monitoring progress, but it can also be an essential tool to exploring and developing your leadership brand within the organization.
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