At The Center for Executive Coaching, members spend a lot of time role playing specific coaching scenarios.

For instance:

– How to deliver bad news after a 360 degree assessment of a particularly arrogant executive.

– How to handle a renegade “superstar” who delivers great results but is a terrible team player and undermines the CEO.

– How to work with a CEO who is a brilliant technologist but not very skilled at influencing people.

– When to use behavioral coaching and when to shift to a more transformational approach.

– What to do when the client resists or becomes uncoachable.

– Working with an executive who can’t seem to get control of her schedule and priorities.

Every coach should take time, at least every couple of months, to role play with a trusted colleague. That way, you can confirm that your coaching has impact and gets results.

I work with many coaches who think they are terrific at what they do. Then, when we sit down and role play, it turns out that their coaching lacks “voltage.” They start preaching in a way that would turn most executives off, or come up with distinctions that don’t address the situation.

Executive coaching is a unique profession. You have to know how to improvise and dance with the client’s situation, style, and world view.

Role playing is a great way to stay sharp.