As an executive coach it is important to assess the client’s background and experience, knowledge base and practical skills, and strengths and limitations. Doing so will provide a baseline from which to begin the coaching process. It also will serve as a useful tool for evaluating the effectiveness of coaching at the end of the assignment.

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Background
As an executive coach it is important to assess the client’s background and experience, knowledge base and practical skills, and strengths and limitations. Doing so will provide a baseline from which to begin the coaching process. It also will serve as a useful tool for evaluating the effectiveness of coaching at the end of the assignment. There are many ways to assess a client, one of which entails the use of psychological assessments. Quite often, coaches use psychological assessments to measure personality traits and behaviors associated with effective and ineffective leadership. In doing so, coaches can determine leadership competencies that require further development. With this case study focus on personality and behavioral assessments used in coaching on how you might use assessment data to guide the coaching process.
Client: Lila
Executive coaching client, Lila who is a 31-year-old white female who recently began working for a small, family-owned software company as the Chief Operating Officer (COO). The owners are very profit driven and have taken the company from its inception to the current high level of profitability in under 3 years by leveraging the sales of customized versions of their proprietary search engine program. Long hours and hard work are the norm here, with little to no tolerance for wasting resources or otherwise making poor decisions. The structure of the organization is very flat, with the owners having provided all leadership and management to the 50-person workforce until they hired Lila as the COO. The owners plan to turn the day-to-day operations over to Lila immediately and assume advisory positions. Lila is a woman on a fast track in her career. She is a software engineer who earned her degree from a challenging Massachusetts Institute of Technology (MIT) program and has excellent skills in the technical development side of the software business. Very visible in the industry, Lila is one of few women in her field and currently the most successful from a career perspective. Prior to her new position, she had led a very productive research and development (R&D) team within a large domestic organization and had personally developed several software solutions that have won industry acclaim. She is known for taking a no-nonsense approach to work, doing whatever it takes to get a project completed and out the door. Her personal life is virtually nonexistent due to her tendency to work over 100 hours per week on a regular basis. Lila has tended to merge her personal life with her professional by treating her coworkers and staff as her friends. In her new position as COO, Lila is experiencing changes in the scope, function, and climate of her work. She will be managing a large workforce for the first time and will be overseeing operations instead of research and development. Additionally, she has left her “friends” at her old job, and, because the workforce at the new company is from a much different demographic than her own, she may not have the same opportunities for meeting her friendship needs through work. Lila thinks she has to do everything for everyone within the organization and often finds the staff delegating work back to her. To date, the owners and staff love Lila, but she is experiencing incredible levels of stress. Lila knows that she needs some help in refining her leadership style if she is to survive the new position. Unbeknownst to the company owners, Lila is hiring a leadership development coach to give her the assistance she needs to be successful.
Task:
• Briefly describe at least two leadership competencies in which the client Lila might benefit from further development and explain why. (use attached documents labeled: ALD2, coach3, as source references for this question).
• Using Lila’s assessment results (attached, labeled lila’s_leadership_assessment_results) Explain how her assessment results informed your selection of competencies. (use attached documents labeled: ALD1, coach3, coach1 as source references for this question).
• Using the assessment of EI—emotional intelligence to coach Lila’s on her development of the competencies you identified. And include how the assessment data might influence how you use the Salutogenic Coaching Model (SCM). (use attached documents labeled: ALD1, coach2, coach1, approach1 as source references for this question).