Choosing a coach who is a good fit for an executive, as well as for his or her organization, can be tricky. It raises questions as to which selection criteria are relevant? As you evaluate prospective coaches, here are a few things to possibly consider:

1. Make sure the coach has the perspective to view the executive, her position and responsibilities, and the organization from multiple perspectives—not just through the narrow lens of one methodology.
2. Determine whether the coach can maintain an objective perspective, free of preexisting personal or emotional ties with the executive or organization.
3. Confirm that the coach has the patience and capacity to appreciate the complexity of your organizational structure and culture.
4. See if the coach has a track record of helping executives develop short-, medium-, and long-term change strategies and of distinguishing between low- and high-leverage changes.
5. Ensure that the coach resists the tendency to become executives’ new best friend.
6. Establish with certainty that the coach has the organization and executive’s agendas in mind—not his own.
7. Ascertain that the coach doesn’t come off like a psychotherapist. Coaches aren’t supposed to be in the business of dealing with domestic relationships, analyzing people’s pasts, or attempting to heal deep-rooted emotional issues.
8. Verify that the coach doesn’t tend to create dependency. Good coaches most certainly need to support and encourage executives, but they also must be willing to challenge them to work hard, to see themselves clearly, and to take responsibility for their own speech and actions.

Above all, it’s important to remember that executive coaching is part of an overall organizational development plan. That means the coach must keep an eye on the big picture and the endgame of organizational success. It certainly helps if the coach has expertise in business basics, organizational development, and strategic management in addition to behavioral science training.