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Dr. Russ Ouellette is a recognized expert in high performance coaching, executive leadership, and organizational development. He brings a vast background of industry and functional diversity, a Doctorate in Management, and a certificate in Coaching from the Coaches Training Institute. Currently, Russ manages Sojourn Partners, an executive coaching firm in New Hampshire. Russ’s consulting centers on executive performance, firm motivation, planning, and organizational change.
#leadership #professionalcoaching #executivecoaching

[@arabesque7787]

Hi Russel! You are my best OD coach on internet , so war. Great and meaningful work !
Thank you for uploading these videos on CZcams 😊

[@CandaceWBrown]

This is relevant and very realatable to some people. Good to see an empowering approach.

[@TheClobberMagazine]

Brilliant 🤩

[@anandashani9923]

If her direct report doesn't trust her, that question will be cleverly answered...😂

[@mfandrew]

You did a nice job and I like your style. you are better than most coach's I have seen on youtube. But, you said a coach's job is not to give advice. I disagree. There should be a balance between asking questions and providing insight and advice. Believe me, executives and ICF coaching are misaligned in expectations. Executives need a thought partner to discuss issues in confidence. Being a thought partner requires credibility, someone who has "been there and done that" as a manager. If anyone simply asked me questions without balancing with "advice" or insight, I would end the session and find a new coach. Executives don't have the time for multiple coaching sessions where it is all about the questions. Advice can also take the form of "here is a question you can ask."

[@Nikkiiiiiiiiii]

Great points @mfandrew It's equivalent to being a licensed as a therapist. Giving advice puts therapists at risk because it makes them accountable and liable for the decisions made by the client. Therefore, if I give you instructions or suggest a course of action and you follow it, it may or may not work. And I'm going to be the one to take the blame! You'll be saying to yourself, deep down, "This guy is a quack!" As a result, it is my responsibility as a therapist to help you find the answer on your own. The keys to finding the solutions are inside everyone of us; all we need are excellent trainers, coaches and mentors to help us find them.

[@mfandrew]

@@Nikkiiiiiiiiii as you are a therapist I completely agree with you . Executive coaches are not therapists but they should be a credible thought partner in confidence with executives. That’s what executives expect.

[@Nikkiiiiiiiiii]

@@mfandrew Oh you get no arguments from me MFANDREW. I was just merely suggesting that it's a thin line that we must walk as so that we don't directly tell the client what to do. They'll never learn if our thought partnering turns into advice. Great Points and i surely appreciate your intelligence and insight in this matter.

[@JoeyDrylvlup]

@@Nikkiiiiiiiiii The International Coach Federation (ICF) emphasizes that coaching is about facilitating a client's self-discovery and empowerment rather than giving direct advice. Coaches are encouraged to ask powerful questions, listen deeply, and help clients find their own solutions. This approach is clearly empowering but limited at times. I believe incorporating a variety of coaching disciplines allows the Coach to better adapt to the client's needs. Thats what I do :) Balancing listening and giving advice can enhance coaching effectiveness. By ensuring advice is ethical, contextual, and empowering, you can support clients in making informed decisions without undermining their autonomy or assuming undue liability. A coach could ensure that any advice given is contextual, tailored to the client's unique situation, and presented as an option rather than a directive. Frame advice in a way that empowers clients to make informed decisions, maintaining their agency and responsibility.