Konstantin Korotov

Transformational Executive Programs: An Owner’s Manual

As already mentioned in this book, executives frequently join executive education programs or sign up for leadership coaching opportunities for reasons that go beyond the obvious ones of gaining additional knowledge and insights into the effective operation of business. Many executives enter these programs to pursue very personal agendas, including taking stock of their professional and personal achievements, dealing with hopes, frustrations and doubts, and thinking about time and opportunities ahead. The programs and coaching interventions are viewed as a chance for self-renewal and opportunities to prepare for the future.

The Clinical Paradigm: A Primer for Personal Change

Many philosophers, poets, and other thinkers have posited throughout the ages that the key to growth and happiness lies in knowing and accepting oneself. A variation on this theme—that leadership development starts with an exploration of, and by, the leader—will reappear in many chapters in this book. In undertaking this kind of human adventure, we use a concise but robust framework: the clinical paradigm.1 The clinical paradigm is based on several premises. The first is that all human behavior, even in its most odd or deviant forms, has a rational explanation. Although deceptively simple, this premise poses a huge challenge to a business school professor, an executive coach, or other professionals working with leaders; it means they will have to use the tools and methods of a “psychological detective” to uncover explanatory factors underlying the behavior they perceive. Fortunately, the leader as an executive education or coaching client can become a detective as well; the clinical paradigm, when explained, offers the coach or educator a tremendous opportunity to use the leader’s own behavior as a real-life case study, with the added advantage that this particular text is sure to be of interest to the executive concerned.

Conclusion: Turning the Coaching Kaleidoscope

A young Zen student approached his teacher, and asked, “If I work very hard and conscientiously, how long will it take for me to find Zen?” The master thought hard, then replied, “Ten years.” The student said, “But what if I work very, very hard and really apply myself to learn fast—how long will it then take?” “Well, in that case,” said the master, “it will take 20 years.” “But, if I really, really work at it. How long would it take then?” “Thirty years,” replied the master. “But, master, I do not understand,” said the confused student. “Each time I say I will work harder, you say it will take me longer. Why is that?” “Because,” replied the Zen master, “when you have one eye on the goal, you only have one eye on the path.”