Short Course on Professionals – Getting to Square 1

Executive Coaches and 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. We commonly call this 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 executive coaches act not only as a sounding board but also conditions the group or the individual to a reality check. Using their resourcefulness, acumen, and expertise, they provide support and validation to the group.

Today, even the legal profession is finding the need for professional coaching. Being a partner mentor, the professional coach of a lawyer will help him success by putting an edge in their performance. This is not only for the regular lawyers, but even top performing lawyers achieve peak performances when they are under a mentor.

Coaching picks up what traditional consultation can’t do. And what makes them differ? When you are dealing with a consultant, he will try to find ways to help you achieve your desired objective. In this way, consultant do not act as mentors but as a role alleviator. It usually ends in detailing the steps that are necessary to achieve the desired outcome of the case, of one’s professional career or in getting more business. In order for consultants to achieve their own ends, they sometimes even do the work for you.

Coaches are not like these. 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. When a coach works with someone, he provides support, feedback and an alternative outlook so that it squeezes out ideas that even the mentor himself does not know where it will lead to. This will eventually help the lawyer to think is a different, unconventional way.

There is a monthly fee charged by these executive coaches and their usually schedules are weekly phone conferences with their clients. The amount that executive coaches charge their clients can be as low as a few hundred dollars to as expensive as several thousands of dollars.