When coaching leaders in business and organizations the question of agenda assumes some primacy. Sometimes executives are assigned coaches as a reward and sometimes as “punishment” for not performing. Occasionally, we find organizations offering coaching as an intentional developmental tool.

In any case, the agenda is not pure. There are multiple agendas at work: those of the individual, the leader sponsoring the coaching contract, strategic focus of the business and its implications for leadership, customers and other stakeholders. The agenda is further complicated by the fact that engaging with a “work” agenda is related to a “personal” agenda.

The challenge to the coach is to help the leader be clear about existing agendas. Furthermore, the interplay of these agendas can be explored as an ongoing part of the work.

> Russ Volckmann