Joelle K. Jay

joelle jay

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Leadership Experts Weigh In: Why Women Leaders Need A Mentor And A Sponsor

Getting mentors and sponsors who can help you sustain the confidence and momentum its takes to succeed and who can pave the way for future success is more than beneficial, it is necessary. In order to build strong mentoring and sponsoring relationships, we need to distinguish clearly between the two.

A mentor is a guide who offers you advice, helps you solve problems, provides a sounding board, and shares his or her years of experience to help you learn and grow. A sponsor is a powerfully positioned champion who advocates for you, opens the door to new opportunities, introduces you to the right people, increases your visibility, and makes the case for your advancement.

To simplify, mentoring is taking an interest in you and sponsorship is taking action for you.

In her research, Sylvia Ann Hewlett reveals that leaders are advised to have a mentor, but they need a sponsor. Sponsorship turns out to be crucial to all leaders. The trouble is, it is less accessible to women. Only 13 percent of full-time, female employees at large companies have sponsors compared to 46 percent of men.

A number of obstacles can percent women from getting sponsorship. Some of these include: hesitancy to ask for help or showcase their talents, real or imagined boundaries across power relationships, the tendency to under-reach for promotions, and sometimes even fears about what others might think.

As a result, even women who do have a healthy network can end up over-mentored and under-sponsored. Do not let these obstacles stop you. Once you know you need a mentor and a sponsor, you can form those relationships and take advantage of all they have to offer. As an integral part of your network, your mentorships and sponsorships are deeper, more focused relationships that deserve special attention.

Mentorship gives you a distinct advantage. It shortens the learning curve, provides support in a challenging time, and offers a way to learn the nuances that lead to mastery in a skill- not to mention it can be the foundation for a lifelong relationship, often treasured on both sides. Women who take advantage of mentoring opportunities maintain their ambition and self-confidence in their careers.

In addition, people who are mentored “garner more promotions, higher salaries, and more career satisfaction and even report being less stressed than those who lack such guidance.” Mentorships are invaluable because you can learn and grow with little risk. However, if you want to advance, you need a sponsor.

The sponsorship advantage gives women the chance to stretch beyond their own boundaries into opportunities they may not have had otherwise. When women have a strong sponsor, the likelihood that they will seek other ways of advancing their career, such as a stretch assignment or a raise, goes up 8 percent– a small but significant impact. In addition, men and women with sponsors are most satisfied with their career advancement. In this regard, they obtain a “sponsor effect” from 19 to 23 percent.The benefits are even more impressive for mothers, at 27 percent, and minorities, up to 65 percent.

When leaders have strong mentors and sponsors in place, they feel supported and championed. Women in leadership must educate themselves about the benefits of mentors and sponsors, fill those roles, and cultivate and leverage the relationships. When you do, you will be surrounded by opportunities where you can add value and gain benefits in returns.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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3 Ways See Yourself Bigger – And Help Others See It, Too

You’ve accomplished a lot in your career, you’re eager to move to the next level – but how do you get your colleagues and superiors to see you in your new role as a leader when they still see you in your old role?

For example, you want to be seen as strategic and visionary, but others see you as someone they can rely on to “get things done.” Or, you want to be involved early in important conversations, but others pull you in on an “as needed basis.”

So how do you get other people to shift their perspective of you, to see you as the leader you want to be?

Many leaders struggle to change others’ perceptions of them simply because they don’t realize they can influence the way they are seen. Here are three ways you can get others to see you as the leader you are:

See yourself bigger. Don’t let your own self-doubt hold you back. If your self-perception needs a boost, spend time with your strengths. Remember what it is you do especially well and what you want to do more of.

Step into bigger shoes. In several companies where I coach and speak, the way to get promoted is to act the part of a position for six months before you get the title. If you can prove yourself to be an effective leader at that next level by doing the things next-level-leaders do, then and only then will you be eligible for the actual post. Hold yourself to this standard and play the part of the role you want, whether that means contributing in new ways, speaking up with more courage and conviction, or sharing innovative ideas.

Tell others how you want them to view you. It sounds like this: “I’ve been a salesperson in this organization for a long time, but I’d like to take on more of a leadership role.” Follow it up with requests to get involved in higher-level activities, or share your ambitions so others can help pave the way.

By being proactive in these ways, not only will you be seen as “bigger,” you’ll actually become the next-level leader you want to be. Take a moment to imagine if your colleagues and superiors viewed you in your new role. You would be able to elevate yourself into the kind of position and reputation you want to have, as someone essential to the leadership team who can help drive the direction of the company or lead a project to a successful outcome. You would be having fun, contributing and engaging with others – instead of striving and driving so hard every day to just get yourself noticed.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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Balance Isn’t a Myth: 3 Ways for Women Leaders to Get Their Work-Life Balance Back in Check

When it comes to succeeding at work and home, many women feel they must work twice as hard – because often they do. However, sustaining a healthy and happy way of life, while not losing your sanity, is possible. You don’t have to pull back on your professional goals or pare back on your personal ambitions. You can align your home life and your work life in a more effective way. You can make everything fit.

Balance means prioritizing the various elements of your life, with a sense of peace and confidence that you’re making the right decisions for yourself, your career, and the people who matter most in your life.

The problem for busy leaders is there’s simply too much to do. The pattern is familiar to most working adults in this fast-paced modern world: Put in a jam-packed day at work and race off to a chock-full evening with the family, friends, fitness, church, charities, personal goals, grown and learning, and hobbies. You can’t get everything done–but you can’t not get everything done, either. It is exhausting.

For the many women that wrestle with these dynamics, they often turn to two options: Scaling back responsibilities at work to support their lives at home, risking letting go of professional goals, or drive twice as hard to make it all happen, and, in the process, drive themselves into the ground. In which of these situations is the woman, or her friends and family affected by the decision, really winning?

Resolving this dilemma requires three important things: A belief it can be done, a fresh perspective, and a few good, practical ideas for how to get better balance in your life.

First, believe it can be done. The same characteristics that make you an exceptional leader can be an advantage in balancing your life. That might include the following: aligning your personal and professional vision, being decisive about your priorities, taking action planning seriously to create efficiencies, getting clear about your strengths and values, learning ever-better systems and building a personal support team around you, and committing to seeing new possibilities available to you when you keep an open mind.

Find a new perspective. Many of our clients who lead extremely busy lives have been able to settle into a more present and peaceful mindset by applying the skills and strategies that work so well in business to their personal life. You already contain these characteristics and view them as your strengths – simply redirect and apply these assets to reach other facets of your life.

Get practical to get better balance. Planning and prioritizing your time is another way to gain control and balance in your life. Think consciously about how to spend your time, decide which tasks matter most to you and your organization, and then drop or outsource the rest. By doing this, you can reduce your involvement in low-value tasks. You can actually cut your desk work by an average of six hours a week, shave meeting time by an average of two hours a week, and free up nearly a fifth of your time (an average of one full day a week). By doing this, you make more time for what matters in your life. Imagine you had one full day a week to fill as you seem fit, giving time and energy for all parts of your life so nothing is left behind. Perhaps balance does stand a chance, after all.

With the right mindset, the right strategy, and the right information, you can enjoy your personal life and pursue your professional dreams.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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Never Leave Your Office Without Doing This 1 Thing

When I was growing up, my mom always told me to “always begin with a clean surface.” If we were cooking, we made sure the counters were clean first. If we were wrapping presents, we cleared off the table. Putting on makeup, we’d wash our skin. Always start with a clean surface.

Now, as an entrepreneur, I use that advice in my office. If you want to be your most efficient, you should, too.

When you’re beginning your work for the day, make sure your desk is organized and free of clutter. When you’re hosting a meeting, make sure the conference room is neat and clear. Your outer world is a reflection of your inner state, and if you’re going to become the entrepreneur you’ve always wanted to be, you’ll want to be sure they’re both as organized as possible.

You’ll think more clearly, focus longer, be less distracted and get more done.

This may seem obvious, but most people don’t do this consistently simply because – well, it’s easier not to. Shuffling papers can feel unproductive. Cleaning and organizing can be boring. Organizing things takes effort if it’s not part of your routine. Even if you feel comfortable in a chaotic environment, you’ll be more productive if your space lends itself to productivity.

Here are three ways to effectively get your space in order.

Clean your entire office in one fell swoop. Organize your office like you’re cleaning the garage. Make it a project. Tackle the whole thing. Throw out what you don’t need, and reorganize the things you do. Dedicate one drawer close to you to for daily files or current projects. Put the things you need on a weekly basis out of reach. Move anything you don’t reference regularly into long term storage. Anything that isn’t a priority right now doesn’t earn primary real estate on your desk. If you’re afraid that you’re going to forget things that you put away, create a list.

Do an abbreviated version. If making office organization a big project is too overwhelming (or too discouraging), take it little by little. You might set a goal of simply keeping your desktop clear for now. You can worry about the files and cabinets later. Having a visually clean surface goes a long way toward clearing your mind.

Retreat to a new space. If you don’t have time to organize your office, take the shortcut and move yourself instead of your stuff. Take your notes and head to a clean conference room to place a call. Or take your project and head to the library for the day. Try hiding out in a different room of your house if that space is cleaner and more open than your office. Even moving to the dining room or your kitchen table, if they’re free of clutter, can give you a renewed sense of focus.

Once you’ve got the hang of it, be sure to maintain the work you’ve done. Try saving 20 minutes at the end of the day to clear your workspace. That way, the next day, you’ll already be starting with a clean surface. Take a moment to notice the difference when you start off your day this way – clear, focused, and as productive as possible. You’ll soon discover that clearing your space is a way of clearing your mind – and that’s a strategy for much greater and bigger success in the rest of your business.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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The Leadership Strategy Most Successful CEOs Fail At Practicing

We all see the daily headlines: Mark Zuckerberg’s networth rises by additional millions as Facebook’s value increases, Arianna Huffington kickstarts a new “Thrive” venture, Bill Gates’ foundation makes a huge donation to a charity in need. Successful CEO’s are American heroes–we follow their path to top and hope to emulate their success in our own lives.

But many executives today–as well as managers, account executives, and many employees across the spectrum of the corporate ladder–often overlook the first, and often most powerful, leadership strategy: Personal leadership. As a result, they only obtain part of the equation for success. They earn the income but neglect to take care of themselves. Or they take care of themselves but forget to give to others. The result is a life of overwork streaked with a persistent sense of dissatisfaction and that nagging question, “Where am I going wrong?”

The key to success that includes the whole package–wealth, health, and meaning–is personal leadership.

Personal leadership is the leadership of the self. It involves developing a sense of ownership and responsibility for one’s own success–including leading positive change, overcoming challenges, and determining a career path that will be fulfilling on a personal level and impactful for the organization.

So, if these leaders are already successful, why do they need to hone their personal leadership skills? In my years of coaching experience and research for the Leadership Research Institute, I’ve found that when leaders learn and practice personal leadership, they gain a sense of empowerment. They feel more committed to their work and feel very energized about overachieving their goals and results.

If you’re a leader looking to feel fulfilled both professionally and personally, here are two ways to start on your path to refine your personal leadership skills:

Get clear on your vision. It sounds like something most successful C-level executives should already have, but many leaders don’t have a clear perspective on their vision. This isn’t the vision for your company, now–it’s the vision for yourself. What is the path to both your long-term and short-term goals? How do you answer that question both personally and professionally? Without a clear sense of vision, leaders can lose that sense of meaning, and so they get discouraged. They become stressed, burned out or exhausted. If they can’t resolve the situation, they fade out of leadership roles and may even leave the company.

When you do have a vision, it’s time to put it into words. A vision statement captures your future into one succinct statement. Done well, it gives you the language you need to refresh on the images you envision for your future and keep you on track toward that vision in day-to-day life. Unlike the vision statement for a company, your vision statement need not be pithy or profound. You don’t have to hang it on the wall or carve it in marble. What does help is to repeat the statement in your mind once a day to really lock it in.

Get a coach. Developing a vision is only part of the equation. The next part is achieving that vision, and here’s where a coach can be most helpful.

Executive coaches teach leaders the practices of personal leadership so they get clarity about their vision and goals, as well as their value to the organization.

  • Coaches help leaders become very focused on their priorities, so they can emphasize on the ones that have the greatest impact.
  • Coaches help leaders take clear, specific action to get results, with accountability and measurement.
  • Coaches help leaders fill in the gaps. Do you need to identify and leverage your strengths? Learn to maximize your time? Build a personal support team? Through coaching, leaders stop spinning their wheels and put into place the skills and strategies that will help them be successful.

As a result of coaching, leaders feel accomplished and supported at the same time–and that translates into a commitment to their goals, their organization, and their own personal success.

No matter where you are in your career path, you can make it a priority to advance your personal leadership skills. When you do, you’ll find yourself becoming more and more committed to the future you want, and the present you enjoy. You will develop even more clarity bit by bit about what the vision looks like in daily life. And you will achieve it.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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The Two-Step Formula To Articulate Your Value To Your Boss

No matter where you are in your career, you can seize the opportunity to take leadership of your own path to reach higher-level positions. So, when it comes to articulating your value to your manager to be promoted into these positions, this kind of verbal metric is a new way for leaders to think about owning their careers and advancing themselves

Being able to articulate your value is a key tool for success and advancement. Here are three ways to successfully do just that for your next review:

 

Start by asking yourself these questions: Are you able to gracefully, elegantly, and clearly articulate the value that you bring, the contribution that you make? If you feel that you’ve had difficulty answering these questions in the past, it’s likely not that you haven’t met expectations, but rather that you have not clearly articulated how you’ve met expectations.

When you sit down to answer these questions, give yourself permission to be formulated and robotic. First, just get your words on paper, and then you can practice saying those words so that they can become more natural. Then, look for the correct and appropriate context in which you layer them in to a larger statement.

 

Align your value to matrix and measures. What have you done to create those results, what role did you play, and how do you feel about that? This is when you pull exact numbers to support your case, or, as I often say to leaders I coach, these are your “concrete measureable results.”

The way you articulate concrete measurable results is to say something like: “As a result of my effort to do [identify your action], I have achieved [results] which provided the following specific benefits to the company, [fill in numerical data].

 

To give you an example of the two-step formula in action, I’ll use the story of a recent client who is an Executive Vice President in a Fortune 500 company. She felt that she should have a seat on the Executive Committee, and she had a meeting with the committee to make her case. Many of her bosses and managers agreed that she would be a good candidate, but not everyone saw that she had made concrete contributions. So, we sat down and we identified what she had done to earn that C-level title. She identified that as a result of her effort to think about the entire enterprise-wide contribution of their team to the end-goal results of their company, she was able to transform the organization and significantly improve their impact, including a figure that she could identify in real dollars in the seven-figure range. By being able to articulate the sentence: “As a result of doing this, I’ve achieved these results, with this specific benefit for the company,” she got clear and more confident about what she had actually achieved, and what she had led her team to do. Then she was able to look for appropriate ways to say to the executive committee members: “This is the team that started here, these are some of the things we’ve accomplished, here’s how we’ve benefited, and here’s how the company is moving forward–and I’d like to lead a discussion on where that actually takes us next.”

Remember, being able to articulate your value isn’t bragging–your statement is simply a fact put into context. Verbalizing your contributions for others in a way that deepens understanding of the bigger picture of what’s working for the company as a whole can be a real contribution to your organization as well.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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5 Quick Tips To Master Managing Remotely

In a recent Inc column I wrote about the two traits you need to master to successfully work from home: discipline and self-control, which highlighted that working from home isn’t just for small businesses anymore.

For example, I recently worked with a senior level manager at one of the Big 5 tech companies who “managed remotely,” meaning that even though he had over 250 people reporting up to him from around the globe, he almost never saw them face to face. Senior executives, business owners, and entrepreneurs in companies of all sizes are learning to work from home, manage others as they travel, and lead teams with members living in other states or even countries. As we get smarter about our use of technology in the global world of business, more and more workers will need these skills.

Leadership always has its challenges, but those challenges are multiplied when you’re managing a team from home.

 

How do you remain productive and keep the team cohesive, when you all may be on different time zones and working out of individual locations? Today, I’m sharing some of the best practices I’ve seen for setting yourself up to succeed as a leader wherever you are.

 

Work at your high-energy time. Do you have more energy for productivity in the morning, or at night? Plan your day around your high-energy zones, and you’ll get more done in less time.

 

Have regular hours. It can be tempting to work at off hours when you’re always “at the office.” But setting a schedule for yourself, whether it’s a 9-5 or a 7-3, can offer a sense of separation.

 

Make your office your office. Give yourself the chance to take a “mental commute,” even if your “commute” means just walking down the hall to your home office. Also, make sure the space you choose for your office is only used an office–that’s 100% work space, not where your kids or your spouse hang out and do their own thing. This is important in order to avoid distraction.

 

Set office hours when it comes to colleagues and clients. For example, make it known to your clients that all of your appointment hours are between 10-2, keeping 2-5 as your quiet productive hours. This allows for action planning to create a to-do list system for projects so you’re not tempted to leave the office and do other things.

 

Use the word “office.” When it comes to mentally preparing to work from home, it’s important not to neglect the rhetoric you use. When you’re working in your home office, you’re “in your office,” not “at home.” Other important vocabulary to exercise include the words “working,” “being in a meeting,” and “staying offline.” Keep all verbiage office-oriented for mental association. Not because you’re embarrassed in any way to communicate that you’re working from home, but rather to build credibility and accountability. If you think about your work the same was as you would if you are downtown, it will create a similar air of focus.

 

When you implement these practices, “managing remotely” becomes less about the “remote” status and more about simply “managing.” By optimizing your hours based on your productivity, setting your appointment hours around it, and cultivating your office environment, both you–an and the team you’re leading–have a clearer focus on the work you’re doing, no matter where on earth you may be.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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5 Steps To Do To Take The Summer Off From Your Job

Remember when you were back in school, and you had every summer off–the bell rings, and you run toward a summer full of fun and relaxation: The beach, camping, long days with nothing to do, laying in a hammock drinking lemonade.

What if you could recreate that as an adult? What would you do?

Imagine yourself in the hammock reading a book: What do you want to read? Would you swap 30 minutes on the treadmill for a hike? Would you take more time for higher-level thinking? You can get the time. You can even take a “semi-sabbatical” if that’s easier for you and your schedule. Taking a summer sabbatical doesn’t only have to be for professors and researchers–and I’m here to tell you that it’s not too good to be true for anyone from mid-level to CEOs, because I’ve done it, and I’m here to coach you on how to take your own summer sabbatical from your job.

Business leaders have started to catch on to the benefits of flexible summers. Some companies I’ve worked with even have a sabbatical program that you can apply for in advance, and they adjust your pay so you can be paid full time while you’re off to relieve the financial burden. European workers know this well, as the majority of European-based companies give their employees flexible summer schedules and vacation time.

 

Take these five steps to create a summer sabbatical for yourself:

 

Define the parameters. How much time do you need, and how do you want to take it? Be realistic in how much time you need to take off, and how much you can take off before catching up becomes unmanageable when you return. Next, decide if you want to take the time in one full stretch, or broken up into one-week periods through a three-month period, for example.

Define the purpose. Is your sabbatical a vacation, or a “working vacation” so you can continue to work independently on focused strategy away from your traditional working environment? Be honest with yourself on whether you’re preventing burnout, or whether you’re looking instead to shift your focus on one or two specific priorities that are work-related.

 

Communicate. As soon as you have defined the objectives mentioned above, start communicating with people you work with as early as possible to get as much lead-time as you can. This can help prevent any emergencies that may pop up during your sabbatical that would require your immediate attention, as well as give your team confidence that you have everything in order to make the break work.

 

Put milestones for achievements in place. To make sure you don’t end up spending your entire break sitting on the beach, especially if you’re taking a “working sabbatical,” pencil some deadlines on your calendar. For example, if you’ve chosen to take a three-month sabbatical, give yourself the first month for pure relaxation, but around the two-month mark start working toward a goal that you’ve set for yourself.

 

Picture yourself as a kid again, heading out the doors on the last day of school. Be sure to preserve the time you created for yourself. Other people will try to impose themselves on your time, but promise yourself that you’ll take the time you need.

Taking the summer off can be great when you’re in transition in your career or between jobs, and it can also make you a better leader. People take the summer off from their jobs for different reasons, but the outcome of being more refreshed, motivated and productive when you return is the same.

 

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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2 Traits To Master To Be More Productive Working From Home

Working from home is becoming more than just a trend. More and more often, entrepreneurs are choosing to work at home, saving on office rent, rather than lose important time and money commuting and maintaining a space.

But working from home isn’t just for small businesses anymore. I recently worked with a senior level manager who took a new position at one of the Big 5 tech companies who was surprised to learn that he would be working from home, which was a big life change for him. He had grown used to the routine and conveniences of an office space. Now he had to build a new routine and create new conveniences at home. The difference was that whereas the office environment had provided that all for him, now he had to do it all for himself.

“I don’t know if I can work from home,” he said. “I feel like I’m going to be so distracted!” Plenty of home-based workers have had to overcome that same fear. Some actually embrace it and look forward to it. Either way, the commitment to working from home requires an intentional approach, as well as some new ways of.

 

Two tools that will help you succeed with working from home are familiar in any situation involving change: discipline and self-control.

  • Discipline means doing what you’re supposed to do.
  • Self-control is not doing what you’re not supposed to do.

The difference is subtle but significant. When you have discipline, you do eat your vegetables; when you have self-control you don’t eat the brownie. When you have discipline, you do focus on the person in front of you when they’re talking; when you have self-control you don’t check your email at the same time. You need both, or else one could sabotage the other.

 

Now let’s apply these two tools to working from home.

First, cultivate discipline. What do you need to do to make working from home a success?

  • Maintain consistent office hours.
  • Be obsessive about calendaring meetings with others.
  • Keep everything orderly.
  • Stay stocked up on office supplies.
  • Get dressed, get out there, and meet with clients.

When you’re doing what you need to do to run a successful business, your discipline will help you stay focused and moving forward.

Now layer in some self-control. What do you need to not do–or, what do you need to avoid – to protect your plan?

  • Don’t spend half your day puttering back and forth to the kitchen.
  • Don’t take personal calls.
  • Don’t let your office become a dumping ground for the family mail and junk that didn’t have a home.
  • Don’t get lost on Facebook or skip out early every week for the baseball game.

Without self-control, you can sabotage all of your efforts at discipline.

 

The twin tools of discipline and self-control are helpful for any kind of change or improvement. Whether you’re focused on staying healthy, spending more time with loved ones, making a bigger impact at work, improving profitability, or yes, working at home, these two important traits will make the difference between the distraction and failure that everyone fears–and the success that is yours to come.

The previous article appeared on Inc.com as a part of my column, “Behind The Desk.” Look out for new columns every week!

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Looking For An Executive Coach? Make Sure They Have These 7 Standards

I recently had a colleague tell me he was looking for an executive coach. I asked him about his process for finding one, and, as many people looking for a coach do, he said he was asking around for names. It’s the most common approach to finding a coach–find someone trusted by someone you also trust.

But when it comes to coaching, referrals actually aren’t enough. You can spend valuable time vetting coaches that are the wrong fit for you or your organization and end up hiring someone less-than-optimal. Too late, you discover that the coach that was perfect for the person who recommended him or her is a poor fit for you.

As an executive coach, I want to offer you better ways to find a coach that will lead to a more effective coaching relationship. In addition to a good recommendation from your colleagues, here are seven credentials every coach should have:

Education: Before you select a coach, make sure to have an understanding of the coach’s background. Do they have an MBA, or a PhD in executive coaching? Do they have a degree relating to leadership or business skill sets that you value?

Experience: Do some online research on their website, which should be clear and answer the following questions: Who have they worked with in the past? Which companies have hired them? What level of leaders do they work with?

Expertise: What is the coach known for? Are they known for a particular outcome, like preparing leaders for more senior positions? Do they have a particular content area, such a time management or work-life balance? Make sure to be clear on your goals before you do this research to ensure your goal and the coach’s expertise are aligned.

Approach: Has this coach developed an established approach? What tools do they use? How do they measure success? In what way is that measurement similar or different than yours? These are all important questions to ask to make sure that you will get the most out of the coaching sessions themselves.

Personal fit: Ideally, coaches connect with their clients beyond a friendly or personal way in a way that makes the client feels like they can learn from the coach. A coach should be someone who challenges you and helps you achieve your goals. Is this coach someone you look up to and can get you where you need to go?

Type of coaching: Every coach has a certain group or type of professional they are committed to working with. Do they coach executives who want to work at their leadership skills? Are they a leadership coach who teaches skills for building behaviors for managers in corporate settings? Or are they a personal coach or life coach who aims to help you outside of work?

Track record: Every coach should have evidence of a successful track record. Has the coach you are considering written a book? Do they have testimonials, or letters of recommendation? Can they connect you to a former client? The answer to each of those questions should ideally be a yes.

Remember, when you’re choosing an executive coach you are looking for more than coaching–you’re looking for results. Set the bar high. Yes, take into account the referrals you receive from friends and colleagues, and of course look for chemistry and personal preference. But take the time to assess the impact the coach will have by applying these seven essentials criteria, and you’ll give yourself the best start possible to get the most out of your coaching experience.

 

Related: 3 Questions Every Entrepreneur Should Ask Themselves To Stay Positive

The previous article appeared on Inc.com today as a part of my column, “Behind The Desk.” Look out for new columns every week!