Some final observations from Tom:

For C-level executives, having a coach is well on its way to becoming an accepted corporate practice. Since a certain level of credibility is automatically attached to an individual who has attained the position of CEO or COO, a coach is viewed as a valuable asset in propelling that successful executive to even higher levels of productivity.

Unfortunately, perceptions change when you progress down the corporate ladder. For vice presidents or managers, the suggestion to accept coaching may come with a certain stigma (or suspicion) attached:

“Is someone at the executive level trying to force me out, and using a coach as the vehicle?”

“Is my performance lagging behind?”

“Is my department’s output so dismal that outside reinforcement is necessary?”

For individuals who haven’t attained C-level status, an appointment with a coach can take on the ominous overtones of a summons to the principal’s office. It shouldn’t. A good coach is an invaluable asset. If you have the opportunity to work with one, you may find that activities as varied as strategic planning, on-boarding, and transitioning run a lot more smoothly.

If you’re sincerely seeking ways to improve your performance, on the job or off, don’t dismiss the benefits of engaging a professional, objective partner. Get yourself the best coach you can.