The Coach Spotlight
Introduction by Mary Verstraete, President of CCE
In 2007 Nathan engaged in the CCE Essential Coach Training Program followed by Professional Coach Training 1 (PCT1). I was continually impressed with Nathan's goals and his ambition to be involved in leadership development. He met those goals and continues to excel as a leader.
Here is the story of Nathan’s journey from the fundamentals of coaching to his corporate career as an Organizational Development Specialist.
Immediately out of college, I was working as a financial analyst and one day I happened to see a note about coach training in a friend's leadership newsletter I subscribed to. It piqued my curiosity and I asked him more about it. Instead of being told about coaching, my friend referred me to two of his coaching friends to hear directly about their experience and recommended that I attend a training session. So I did.
I learned the fundamentals of coaching: intuitive listening, powerful questions, and guiding conversations toward action. I was enthusiastic about what I learned (as many folks are who invest in coach training). Ultimately I wanted more. I wanted to be a part of the change process itself.
Coaching was a significant factor in leading me to consider management consulting as a career option. I joined the large firm of Accenture in Washington DC where I was able to help build coaching into their organizational leadership development programs, as well as use my coaching skills when interacting with clients. Currently, I work at Masco Contractor Services in Daytona Beach, Florida as an internal talent management consultant and still have the privilege of being involved in helping build organizational development programs and use my coaching skills with clients and with leadership.
What have I learned since 2007?
- Coaching means a lot of things to a lot of people. In its purest form, coaching is about taking a supporting role in the development of others. Many coaches have clients they meet with on a regular basis. In my corporate role, I'm more likely to have coaching opportunities come up from time to time with key individuals at my job who are encountering leadership challenges. These individuals want my ideas, and my support. It's a part of my job to help our managers and executives understand how using coaching skills can help them develop the leaders around them, delegate, and accomplish more as a team.
- I've learned that leaders don't need to be extraordinary and coaches don't need to be extraordinary to coach others. My life can certainly serve as proof.
Leadership and coaching is less about "being" extraordinary and more about finding the best way to support the people around you and influence positive change.
Leaders and coaches are needed at every level and to be good at helping others “look good.” This concept is one of the reasons I published my e-book, Trusted Leadership Advisor: Accelerating the Leadership Journey of Others. There's so much work to do—we'll go further faster if we work together.