Jose Cruz Jr. is the executive coach with Sotelo & Associates LLC. He has 22  years  of experience in higher education administration and was vice president at South Texas College. Cruz, who holds an MBA and also provides corporate training and retreat facilitation, talked with VBR’s editor about his work.

Q What do you do as an executive coach? 

A  I’m a sounding board, a mirror and a confidant for a leader.  I ask very probing questions about what they are trying to accomplish. I reflect what they are saying and help them see their behavior, attitudes and biases.  We might address a particular problem or raise awareness of how they interact with others.  I offer challenges and guidance as they learn to better manage human dynamics and emotional intelligence.  My role is help them become more aware of their thought process.  It’s not therapy, but I sometimes use therapeutic tools.

Q Why do they want a coach if they have already achieved some of the highest leadership positions? 

A  It can be lonely at the top.  Many executives have difficulty getting honest feedback from employees.  A coach provides an avenue for that, asking questions that never would have been raised. People who seek me out already have a healthy self-awareness. They may want to become better decision makers or planners — through a process of transformative change.  Others are asking, ‘What’s holding me back? How do I get ready for the next level?’

Q Who are your clients?

A  CEOs and HR directors of businesses and non-profits.  Some seek coaching for themselves, expecting to benefit from someone challenging their assumptions.  Some want coaching for their senior managers who have hit a roadblock — an employee whose performance has been stellar, but in a new leadership role lacks vital people skills.  They recognize it costs more to fire and replace a senior manager who has reached an impasse than to try to turn them around. Support from the CEO or HR director is critical.

Others clients realize that though they have always done something one way, that doesn’t mean the same process or method will work in a new environment. Coaching gives them a chance to up their game. Clients also hire us to onboard senior managers. Most of our clients are mid-sized or larger organizations.

Q  How does coaching work? 

A  We apply a four-phase process. The first is orientation, to determine the need and to agree on a framework for working together.  The second is evaluation and assessments, which may include testing emotional intelligence or a 360 qualitative assessment with input from peers, supervisors and subordinates to get a picture of their attitudes, habits and behavior.  I look for patterns, strengths and what they can focus on to improve, such as communication or more inclusive decision making. Next comes an action plan with the changes they want to see, followed by implementation of the plan which often includes an assessment midway through.  A coach uses teachable moments, asking ‘What will you do next time? How could you have handled it better?’  A final evaluation determines if the goals have been reached.

Q Have you met resistance? 

A I’ve had people tell me, ‘I’m only here because they made me come.’ They are venting, and I listen to them.  They may not believe coaching will work, but they give it a try.  They eventually recognize my role is one of a resource and guide for them and their relationships at work.

Q How long does the coaching process last? 

A  Between three and six months, with weekly meetings of 1.5-2 hours in the beginning. Plus I’m available by phone and email. It takes time for new habits to stick and not just be going through the motions, so the program period allows for change, observation and then refinement.

Q What confidentiality protocols are followed? 

A  We have a confidentiality agreement and do not share the content of our meetings.  A supervisor might be shown the action plan that’s developed, but otherwise they receive monthly reports that the person has completed x number of sessions.

Q What are the results? 

A The benefits include improved employee morale for the persons coached and their coworkers.  Once the leader’s ability to lead improves, you should see productivity improvements and more honest conversations. Better leaders equate with less turnover overall, and that leads to enhanced revenue and lower costs in a healthier workplace.

For more information, see sotelocoach.com. 

This article by Eileen Mattei appears in the March 2016 edition of Valley Business Report