Executive coag is primarily ed withfidential oo－one discussioween the coad the executive. It is aimed at performance i**rove? ment. Primary needs are diagnosed and agreed upon， a“ developmental － a plan” is drawn up， the skillbase of the executive is broadened by coag， ahe new skill sets are tested in the workpladerthe guidance of the coach. Sometimes， these needs in? volve team coag， but individual coag is the nor? mal starting point. The coaeeds to guide the execu? tive outside his or her fort zone in order to i** it task－specific？ For exa**le， does it set out toachieve a single goa l or could it include larger projects？ A coag assig normally focuses on two or threedevelopmental needs of the individual， and lasts for sixto 12 months. However， it sometimes involves multipleassigs aimed at bringing about cultural ge inan exa**le， a new chief executive may want toge the culture of his anization. He could thenhire a coach， and brief him or her to ge the miof his direct subordinates on a oo－one basis. Howis this different from traditional ma sulting？ Traditional ma sulting is typically re? lated to broadbased anizational ge， sometimes ofa teiature. Executive coag is targeted to in? dividual and **all－group ge. The primary focus ofcoag is often behavioural and leadership ge，and is rarely of a teiature. The difference be? tween coag and training is that coag is ooone， highly fidential and over six － 12 months，whereas training is typically of a short－ term， groupwork－shop ’ ve interviewed top iional sportscoaches to identify the key ingredients for enhanced per? formand team success. What are your findings？ Business coag has a lot to learn from sports. Somekey observations of the sports coaches： A coach is acatalyst fe， and is not paid to preserve th estatus quo， but to lift people out of their fort zone，so that they grow and develop. The coach must stay intouch with the state of the art aract from it what sports coaches ***ieve passionately in the powerof the team to lift performa by just a little， but by100%. siderable energy is devoted to defininggoals， ro***， a code of dud to f groupdyn*** order to optimize team success and failure are learning opportunities，and there is a rigour in their cold－eyed， weekly analy? sis， which business has yet to develop. Top athletesscrutih success and failure with their coach toextract ***sons fr om them， but they are never distractedfrom be a cha**ion athlete means developing aist attitude －－ not involving arrogance， but rather anunceasing desire to learn and i**rove. They neveraccept sed best， but always strive for what has been achieved. There must be a sport/ life balance，so that athletes are not obsessed by their goals， and thuslack a sense of perspective to cope with iablefailure or occasional success， or the ability to re－chargetheir batteries outside the sp arena.热词空间behavioural a. 行为的fidential a. 秘（ 机） 密的； 表示信任的；担任机密工作的dyn***. 动力学productivity n. 生产力， 生产率distracted a. 心烦意乱的， 精神不集中arena n. 角斗场， 舞台， 场地 （本章完）