Consultants and Coaches and Shrinks – Oh My!

Lack of clarity about the differences between executive/organizational consulting, executive coaching, and executive psychotherapy is confusing for executives and can lead them to request and receive the wrong services only to discover that their expectations are not being met, there is no improvement, or worse, conditions deteriorate. Furthermore, when coaches attempt to deal with problems that require the expertise of mental health professionals serious consequences and ethical issues can arise. In the end, the lack of clear differentiation between consulting, coaching and psychotherapy is a disservice to practitioners and their clients.

The problem is further exacerbated by the variety of disciplines that claim expertise in both fields. Each discipline may define the work differently and use different approaches. Some consultants and coaches come from backgrounds in psychology, psychiatry or social work. Others are MBAs or former executives. Anthropologists, educators, actors, and speech and language therapists are also engaged as coaches. Some experienced professionals, such as lawyers and doctors, become coaches and consultants to others in their same discipline. Many consultants and coaches have graduate degrees in organization behavior, industrial psychology or related areas. Others do not. Some are life coaches, some are professional coaches. Some coaches hold certificates from programs typically founded and taught by psychologists, consultants and human resource professionals who entered the field before the existence of such programs. In addition some consultants and coaches work across all three arenas of executive/organizational consulting, executive coaching and executive psychotherapy.

This article defines and differentiates executive/organizational consulting, executive coaching and executive psychotherapy according to the following domains:

1. Time frames that are the focus of attention
2. Accountability
3. Focal issues
4. Goals
5. Others who are aware and involved
6. Boundaries
7. Consultant’s role and expertise

The foci in each of these domains are listed in order of importance in Table 1 at the end of the article. There are of course exceptions to the general rules stated here. For example, most coaches engage the client’s manager in some aspects of the coaching agreement. I know of several companies, however, where this is not the case. A military contractor that has to keep extensive written records does not involve anyone other than the client in the coaching agreement in order to protect confidentiality. The consulting or coaching work may at times address issues other than those I identify or result in additional benefits, such as when coaching enables the executive to enjoy his leisure time more. These are typically a side benefit and are not addressed in this article. Finally, while much of what is written here may apply to those working from inside the organization, the intent is to address the external professional.

Because the lens through which we see the world influences both what we see and how we make sense of it, the reader should be aware of the lenses that influence my thinking. I have expertise and work in all three arenas, hold a Master’s degree in Organization Development and a Doctorate in Clinical Psychology. I began working as a coach before the establishment of formal certification programs and currently supervise students doing practicum assignments in such a program. I believe it is critical to identify and maintain clear boundaries between the three domains. For example, I do not work as an executive psychotherapist to a client with whom I am working as a coach or consultant, nor do I become an executive consultant or coach to someone with whom I am working as an executive psychotherapist. My clinical practice and my coaching/consulting practices are two different entities, informed by different principles and models. At times, however, I employ the same expertise in both – such as understanding and working with the process of individual change and transformation. In the model presented here executive coaching is viewed as a branch or type of organization development – a body of interventions aimed at improving the organization’s effectiveness. Many senior executive/organizational consultants integrated executive coaching into their system of interventions well before the coaching discipline gained popularity. Furthermore, while coaching focuses on the leader research indicates it improves organizational outcomes as well.

Executive/Organizational Consultation

Executive/organizational consulting is an approach to improving organizational effectiveness in which a trained professional who understands systems and organizational dynamics functions as a sounding board, problem solving partner and expert adviser in a collaborative relationship with the executive. The goal is to improve business outcomes by intervening with and affecting organizational culture, dynamics, structures, processes and people. The consultant and executive consider how well various parts of the system such as strategy, goals, people’s skills and reward systems are aligned. They may focus on getting the executive team to work better across organization boundaries to support company-wide goals. They examine interactions between the executive, his team, peers, key stakeholders, employees, customers, etc., to understand how and why they affect each other and the health of the organization. The consultant also explores with the executive what he/she is doing or not doing to create, maintain or change the way things work. Other members of the organization are typically involved at various points as needed. The executive’s beliefs, skills, behaviors, and knowledge may be addressed. The work focuses mainly on the current and the future. The past is considered to the degree that it sheds light on and influences either or both. Finally the executive and consultant are accountable to the executive’s manager.

Case Example: A new CEO hires a Vice-President of Sales to create a culture of customer intimacy and related sales approach. Instead of selling parts based on advances in technology they will be selling solutions based on an intimate understanding of the customers’ business and technical challenges. As the V.P. beings to implement these changes, he meets with strong resistance. He is surprised to discover that people do not trust him given his reputation and past success.

He hires an executive/organizational consultant who conducts an assessment that reveals organizational history is getting in the way. The previous VP and CEO are gone but maintain a felt-presence as former “tyrants” who publicly humiliated and punished people. Employees at all levels still live and work in fear and are reluctant to engage in change that requires learning and practicing new behaviors. One sales director explains that the new VP is introducing change to “people who had their hands chopped off, are still bleeding and require healing.” To address this problem the consultant suggests and coaches the executive to meet with each of his direct reports in order to ensure their safety and build trust. The consultant also designs and facilitates small and large group meetings for people to talk openly about the past and their hopes for the future. Large group events employ rituals and icons to represent the past and the future, bring closure to what was and create momentum to achieve the vision.

The VP, valued for his business acumen and strategic thinking, shifts his beliefs as a result of this consultation. He learns that people won’t care about what he thinks, or act on his ideas, until they sense he cares about them. After the consultation ends the executive engages the consultant as a coach to work on relationship building skills.

Executive Coaching

An approach to executive development facilitated by a close and confidential relationship with a trained professional who understands leadership development, the process of adult development and change, and organizational dynamics. Many coaching engagements are sponsored by the executive’s manager who is likely to be involved in the initial agreement in order to develop a shard set of expectations. A human resource professional may also be involved. The coach often facilitates a process of gathering 360 degree feedback, synthesizing and reviewing it with the executive. Together they identify areas to be addressed. The goal is to enhance the executive’s capability, skills, knowledge and effectiveness in a variety of areas such as communicating a compelling vision, fostering collaboration, building a team, delivering direct feedback etc. Typical outcomes include enhanced emotional intelligence, improved relationships, expanded insight and knowledge. Executive coaching is focused on the present and the future. The past is explored to the extent that it provides relevant information about and helps improve the executive’s current and future performance. As in executive/organizational consulting the executive and consultant are typically accountable to the executive’s manager for the outcomes of this work.

Case Example: A high performing manager is promoted to director with several mangers reporting to him. He and his manager believe the director’s past tendency to get involved with the detail of employees’ work may be a problem in the new role. They hire an executive coach to help him learn to lead and manage the bigger picture while enabling direct reports to manage the details.

A 360 assessment reveals that others do indeed consider the director a micro-manager. As a result direct reports tend not to share informal updates, leaving him “out of loop.” He doesn’t have a pulse on what really counts until bigger problems emerge. One 360 respondent comments, “He seems driven by fear, like there is some monster over his shoulder waiting for him to make a mistake.”
 
The coach uses this comment to help the client explore the issue. He immediately identifies and shares a story about the monster, an influential figure from the past. The coach inquires further, “What role does this internalized memory of the monster play in your life now?” The client reveals his fear that without the monster, he will become an unmotivated “couch potato.” They discuss the concept of getting stuck in patterns of thinking and behaving that were needed and successful in the past, but for which there is a high price in the present. Together they explore the fear of becoming a couch potato. How real a possibility is it? When was the last time it happened? What else serves as a motivator for his many successes? He shares his inspirational vision, his desire for achievement, and his ability to self-discipline. The client, assured that these strategies have and will continue to work, follows the coach’s advice and asks the monster to “step aside,” picturing this as it happens. They also identify behavior changes, such as ending email reminders to direct reports regarding due dates. In addition, he learns to coach them to develop their own problem solving skills, instead of providing them with answers.

Executive Psychotherapy

A process in which a trained social worker, psychologist or psychiatrist works with the executive using psychotherapeutic methods to achieve greater understanding and resolution of work-related and general life problems and/or symptoms. This collaboration differs from executive coaching and consulting in that it is not accountable to produce improved organizational outcomes. While that may happen, the relationship is geared toward enhancing the personal and professional life of the executive. Their work often involves the resolution of issues from the executive’s past that serve as obstacles to self actualization. They move fluidly between past, current and future, although typically focuses less on the future as compared to consulting and coaching. Neither the psychotherapist nor the executive is accountable to anyone outside their relationship. The psychotherapist maintains confidentiality about both the existence and nature of the therapeutic relationship and needs written permission from the executive to speak with anyone about their work. The executive chooses whether or not to inform others. Sessions typically take place in the therapist’s office and once their work is complete, the relationship comes to an end.

Case Example: In this example a coaching relationship results in a referral for executive psychotherapy. Several years after the coaching engagement in the previous example, the same director is viewed by the executive team as a high potential leader and a candidate for senior level roles. He is concerned that inadequate strategic thinking capability will lead to lack of success in such roles. He and his manager invest in another round of coaching to address this issue. Coaching focuses on systems thinking, open systems planning, strategy development, and intuitive thinking. In addition he learns how to enhance collaboration among people with diverging perspectives working together to solve complex problems. He demonstrates improvements through coaching in conjunction with a stretch assignment leading a high level strategic project for the SVP of Sales – who act as a mentor.

During several informal conversations with his coach the client shares vignettes about dinner meetings with customers during which he drinks too much and cannot drive home. At one point the coach plants a question about how the use of alcohol affects the client’s thinking the next day. There is little discussion. Several months later, the client expresses concern that he has a drinking problem. The coach appreciates the confidence and makes a referral to a psychologist who specializes in substance abuse.

The client subsequently joins Alcoholics Anonymous and talks openly about this with his manager, mentor, colleagues and direct reports – asking for their support. In addition, he discovers with some amazement that his thinking becomes much clearer. He sees emerging patterns that help him determine what steps to take now in order to influence the future, instead of reacting to it. He is indeed an excellent strategic thinker and goes on to propose, develop and become the first VP of the company’s Global Accounts organization.

When to Recommend Psychotherapy
(Not a Complete List)

1. You observe or the client reports symptoms associated with a psychological condition such as Attention Deficit Disorder, Anxiety, or Depression.
2. The client remains both defensive and stuck in the problematic pattern of feeling, thinking and behaving despite several attempts to address it.
3. You discover trauma or other problems from the past are a root beliefs, thoughts, feeling and behaviors in which the client is stuck.
4. You are find yourself more concerned about the client’s well-being than is typical of you.
In any or all of these situations it may be helpful to consult with a mental health professional as you consider making a recommendation to the client.

1.Kambarakaran, F.,Yang, J., Baker, M. & Fernandes, P. (2008). Executive Coaching: It Works. Consulting Psychology Journal: Practice and Research 60 (1), 78-90.
2.Anderson, M. (2001). Executive Briefing: Case Study on the Return on Investment of Executive Coaching. Metrix Global LLC.