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FEATURE


to ask for help, Davidson says. “The coach’s role is not to be the sole person the coaching client comes to for assis- tance. Rather, the coach’s role is to help the client build their network of wise counsel and advisers, and to really help the coaching client understand how to ask for help and where they should be reaching out for that help.” To further support this effort,


Davidson says there is often great value in using a “dyad coaching model” when working with physicians. “This is when a physician is paired with both a leadership coach and a physician mentor in the organization. I think this approach often brings real benefits to the coaching client in terms of both clinical mentor perspective as well as outside, one-step removed advice.”


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Invest in Yourself Burns says leaders who invest in exec- utive coaching on their own initiative find the experience rewarding. “It is exciting to work with them because they are striving to ensure that the quality of their leadership is top notch. That says a lot about them.” Thilo says that there is sometimes a perception that engaging with a coach is a sign of weakness or a form of pun- ishment. Once an individual starts working with a coach, however, that perception usually changes. “I have been in organizations with a leader who began working with a coach and made it public knowledge,” she says. “When people see that per- son really improving and growing, all of a sudden, everyone wants a coach. It can quickly become the gold standard. When people are open to sharing their own developmental process with oth- ers, it gives permission for everyone in the organization to make mistakes and develop. It is a way to learn and grow and really sets the stage for creating a learning environment.”


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