The Coaching Manual: The Definitive Guide to The Process, Principles and Skills of Personal Coaching by Julie Starr

Author:Julie Starr [Starr, Julie]
Language: eng
Format: epub, pdf
ISBN: 9781292085005
Publisher: Pearson Education Limited
Published: 2016-02-09T22:00:00+00:00

Keep building information

Again, by now you may think, ‘Oh, I can see what his problem is – I know how to fix this’. Please challenge your own automatic response. You may have seen one potential solution: Karl needs to rehearse more. But remember your objectives at this middle stage:

To enquire into the situation and increase clarity.

To help Karl increase his self-awareness around the situation.

To encourage Karl to surface any insights or ideas that may help him.

As coach you must avoid spotting an obvious quick answer and ‘fixing’ it. Stay relaxed and focused and you’ll realise there is more to find out. For example:

COACH: So you’ve got two meetings where both audiences are important, and you’re presenting basically the same material.

KARL: Yes.

COACH: And in one meeting you feel under pressure and in the other one you don’t?

KARL: Well, not exactly, I mean I’m under pressure with the client but that’s a good sort of pressure.

COACH: Can you describe a ‘good sort of pressure’?

KARL: Well, you know, when you know there’s a high expectation and you also know that you’ve met that expectation. It’s kind of like . . . it’s already gone well. Does that make sense?

Now we have a little more information – Karl appears to perceive the pressure of the top team differently from that with the client. He imagines a high expectation from the client and also imagines that he’s met it already. Again, it’s all useful in the process of enquiry. But you are still interested to know more, to increase Karl’s understanding:

COACH: That’s interesting. How do you perceive the pressure in the top-team meeting then?

KARL: [pauses] It’s definitely different. I guess when I think about it, it’s totally different. It’s all a lot heavier; there seems more at stake.

COACH: More at stake?

KARL: It’s funny, you know, now I’m thinking about it I’m imagining something like the lion’s den, you know, like whatever happens I’m going to get chewed up.

COACH: Right. That’s quite a contrast between the two sessions, isn’t it? In client meetings you appear to relish the challenge, but with your senior team you’re anticipating something very different. How do your own expectations affect things, do you think?

KARL: [pauses] Well, that’s the key, isn’t it? Or certainly it’s one of them. Basically it all becomes a self-fulfilling prophecy. I need to think more about that.

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