The five criteria that matter most
- Experience at the right altitude. Coaching a chief executive is different from coaching a first-time manager. Ask how many leaders at this level the coach has worked with and for how long.
- Real coach training. Look for a recognized credential or equivalent supervised training. See Coaching credentials explained: ACC, PCC, MCC and beyond.
- A defined process. Strong coaches can explain how an engagement runs, what assessment they use, how goals are set, and how progress is measured. See How executive coaching works, step by step.
- Clear confidentiality. The coach should state plainly what is and is not shared with the sponsor. See Confidentiality in executive coaching.
- Fit. The leader should leave the first conversation feeling both safe and stretched. Comfort alone is not the goal.
Context that helps
- Industry understanding. A coach who knows cooperative governance, volunteer boards, and the regulatory environment gets to useful work faster with a credit union leader. See Executive coaching for credit unions: the complete guide.
- Independence. A coach who also sells the organization consulting, search, or software has a conflict of interest to manage.
- Capacity. Ask how many clients the coach carries. Attention is the product.
Questions to ask a prospective coach
- Who do you typically coach, and at what level?
- What is your training, and what credentials or certifications do you hold?
- Walk me through a typical engagement from start to finish.
- Which assessments do you use, and why?
- How will we know in six months whether this worked?
- What do you share with my board or my boss, and what do you never share?
- Tell me about an engagement that did not go well. What happened?
- What will you expect of me?
- How do you keep developing as a coach? Do you have supervision?
Red flags
- Guarantees of specific results
- No assessment, no goals, no end date
- Willingness to report the content of sessions to the sponsor
- More talking than listening in the first meeting
- A one-size program that is the same for every client
- Reluctance to provide references
A simple selection process
- Define why coaching, why now, and what success would look like.
- Shortlist two or three coaches or one firm that can offer a choice of coaches.
- Hold 30-minute chemistry conversations.
- Check two references for the preferred coach.
- Let the leader choose. Assigned coaches work less well than chosen ones.
- Put goals, length, fees, and confidentiality in a written agreement.
Frequently asked questions
Should the board or the CEO choose the CEO’s coach?
The board may approve the investment and the firm, but the CEO should choose the individual coach. Coaching depends on trust, and trust cannot be assigned.
Should an executive coach have been an executive?
It can help with credibility, but it is not required. The core skill is coaching, which is different from leading. Many outstanding executive coaches come from psychology, organizational development, or long specialization in coaching senior leaders.
How many coaches should we interview?
Two or three is enough for a real comparison without turning selection into a project.
Is it better to hire an independent coach or a firm?
An independent coach offers a direct relationship. A boutique firm offers a choice of coaches, a consistent method, and continuity if several leaders or the whole team will be coached. Large marketplaces offer scale and price but vary more in coach seniority.
This page is educational and general in nature. It is not legal, regulatory, or clinical advice. Questions or corrections: coaching@syntrinaleadership.com.