Descripción de la flor de servicios complementarios

Whether you want to develop your coaching skills further, or are thinking of using the services of a coach, you need to know how to spot those who are good, and those who are not so good. Table 2.1 begins to give us an idea of what we’re looking for.

Table 2.1: Attributes of a great vs not so great coach

Great coach Not so great coach

Is open/honest, e.g. ‘Look, I think this isn’t working, is it – can we look at why?’

May withhold thoughts or information, e.g.

thinks: ‘I think that’s a crazy idea but I don’t want to appear unsupportive.’

Makes someone feel listened to, valued and understood. Coachees feel buoyant, positive and optimistic following sessions.

Makes someone feel weird or strange, e.g.

‘Hmm, you’re a bit of an unusual case, really, aren’t you?’

C O L L A B O R AT I V E C O A C H I N G

Helps someone tap into their own inspiration, by questioning, listening, or simply using silence.

Works hard to find the answers or solutions to the coachee’s situation themselves, leaving the coachee feeling ‘redundant’ or ‘stifled’.

Makes the coaching conversation seem effortless, i.e. maintains the conversation using appropriate responses to the coachee.

Labours to keep the conversation going or talks too much, or simply ‘tries too hard’.

Focuses instinctively on the key parts of a conversation, e.g. ‘Can we just stop and go back a little?’

Misses or disregards key information, perhaps wanting to ‘press on’ with the intention of getting a ‘result’.

Remains impartial and objective throughout, e.g. ‘I can see why you might think that, and I’m also interested to look at other causes of your friend’s behaviour.’

Introduces judgement or prejudice into the coaching conversation, e.g. ‘I agree, she obviously wanted to teach you a lesson – you’re right to be angry.’

Gently probes into a situation effectively, gaining all the relevant facts, e.g. ‘What specifically is it about the winter that you don’t enjoy?’

Assumes they understand what the coachee means, perhaps to ‘keep the conversation moving’, e.g. ‘Yes, I hate winter, it’s just so cold isn’t it?’

Builds a sense of ‘relatedness’ or rapport with the coachee, in order to create openness and trust.

Causes the coachee to remain guarded, or tense throughout the conversation, e.g. feeling that they have nothing in common.

Supports someone to achieve more than they would normally, i.e.

without focused coaching support.

Makes little difference to the ongoing performance or results of an individual.

Is able to clarify the thoughts and goals of the coachee, e.g. ‘What specifically does “more money” mean, and what is it about that that you really want?’

Leaves key thoughts or objectives vague or unclear in the mind of the coachee, e.g. ‘Okay, so you want more money, let’s look at how we’re going to get you that.’

Is encouraging and challenging, whilst realistic about situations, e.g. ‘Two weeks to make all the calls would be great, I’m just wondering what would happen if you got that done in a week instead – what would that feel like?’

Creates either a lack of encouragement and challenge, or undue pressure, e.g. ‘Aww, come on, how long does it take to make a few calls? – you could have those done by tomorrow if you actually tried.’

Holds someone to account, in order to create a constant focus on the

coachee’s objectives, e.g. ‘Okay, again you said by the time we next met, you’d have had the salary conversation with your manager – let’s look at what’s stopping you from having it.’

Allows themselves to be ‘fobbed off’ or

sidetracked from issues of broken commitment, perhaps in order to maintain rapport. For example, ‘Well, that’s ok, you’re really busy, can you do it when things calm down a bit?’

Is happier to achieve lasting results over time, than fast results that don’t last.

Feels like they’ve failed if they don’t see immediate results from the coaching.

Uses words and phrases that influence the individual positively, e.g. ‘So imagine yourself speaking to an audience and this time you really enjoyed it – what would that feel like?

Uses words clumsily and causes the coachee to feel negative or uncomfortable, e.g. ‘Yes, your lack of confidence does seem to be a problem.’

C O L L A B O R AT I V E C O A C H I N G

Places real importance on the coachee’s comfort and well-being during the session, e.g. ‘Look, this has been fairly intense – do you need a break, can I get you a coffee?’

Mixes considerations about the coachee with other priorities, e.g. leaves their mobile phone switched on during a session.

Leads by example, e.g. shows up on time, calls when they said they would, keeps any commitments made, or makes amends when they don’t.

Displays double standards, e.g. shows up late, uses weak excuses, isn’t prepared for the session, etc.

Now that’s obviously not an exhaustive list, although it does give you an idea of how a good coach can be distinguished from one who isn’t so good.

To summarize, the attributes of a good coach can be high-lighted in three key areas:

➡ What a coach does – their actual behaviour.

➡ Principles or beliefs a coach operates from, maybe relating to themselves as a coach, to the coachee and also to the coaching process, e.g. ‘coaching works for everyone.’

➡ What a coach is able to do – their skills and knowledge.

From the outside, a great coach is able to make the process of coaching look almost effortless, like an easy, natural conversation.

A great coach is able to make the process of coaching look almost effortless.

Chapter summary Collaborative coaching

Collaborative coaching is a wonderful coaching style because of its supportive, less directive approach. Whilst more directive styles can be really effective, they demand a coach to be much more confident about both the coaching relationship, and their own expertise and relevant knowledge. In collaborative coaching, the coachee is called upon to generate their thoughts, insights and ideas, which they often experience as incredi-bly liberating. For any coach, to be a less directive coach is challenging, demanding and highly skilful when done effectively. For the individual being coached, it is often a pro-found experience that can literally change their life.

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Coaching principles