Main Responsibilities of an Executive Leadership Coach at HED Space Coaching
As an executive leadership coach, Cheddy's main responsibilities encompass a multifaceted approach, juggling business development ("I am the person that funds the business…attracts new clients…doing the coaching"), client relationship nurturing, and demonstrable value delivery through metrics-driven results and enabling leaders to "extract the best good out of it". This relational, rather than transactional, approach emphasizes a careful matching process and ongoing relationship building to ensure successful coaching engagements.
Executive/Leadership, Communication, Problem-Solving, Relationship Building, Business Development
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Cheddy Matthews
Executive Leadership Coach
HED Space Coaching
NC State University 2000
UCLA EMBA 2024
Political Science, American Studies
Coaching, Speaking & Writing
Strategic Management and Executive
Disabled, Worked 20+ Hours in School, Veteran, Student Athlete, First Generation College Student
Video Highlights
1. Cheddy's role involves diverse responsibilities, from business funding and client recruitment to coaching and relationship nurturing. This highlights the multifaceted nature of executive coaching and the entrepreneurial skills required.
2. Building and maintaining client relationships is crucial. Cheddy emphasizes the relational aspect, highlighting the need for mutual fit and ongoing nurturing to secure and retain clients. This underscores the importance of interpersonal skills in this profession.
3. Demonstrating value and measuring impact are key. Cheddy uses metrics, surveys, and demonstrable results (e.g., revenue growth, team morale improvement) to showcase the effectiveness of her coaching. This emphasizes the importance of data-driven approaches and accountability in executive leadership coaching.
Transcript
Cherry, what are some of the main responsibilities as an executive coach?
You probably heard the saying, "Jack of all trades, master of none." That's true, but the rest of it says, "but better than a master of one." So you have to wear a lot of hats.
I am the person who funds the business, recruits new clients, or tries to attract them. I'm also the person doing the coaching and the nurturing. Other than the automated systems I have, it's me.
I'm out having conversations with people to find their pain points and challenges. If it's something I can help them with, I'll say, "I can help you." Or I may say, "I may not be the right fit for you, but I know someone who is."
I always try to leave somebody with some kind of value. The truth is, you're not always the right coach for somebody, and there's going to be a mismatch. I've got to want to work with you, and you've got to want to work with me.
This only happens with a dialogue. This is not transactional; it's 100% relational because people can choose to work with whoever they want. So I've got to nurture those relationships on a very one-to-one, individual basis.
To get an organization to see the value, I've got to show value in everything I do. I'll tell you 10 points and give you 15. That gets hard; it's fatiguing, but it builds a professional reputation where people know that you are that person.
I guarantee change, so I have to have metrics to show it. What was your revenue? What are your numbers? Let's see where they go; are they going up or down?
Let's do a survey of your team to see how they feel. Let's do another survey midway through and another to see how they are. I expect to see growth and change.
Honestly, it's not because of what I do as a coach. I'm not fixing anything or doing anything; I'm enabling the leader to realize the awesomeness they have within themselves, extract it, and get the best good out of it. So that is what I do.