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How would you describe your coaching style? What questions would you bring to a client situation?
In my experience, it depends on a whole range of factors including the client, the relationship, the situation and what beliefs and expertise I, as coach, may hold. It also depends on what frame of reference or approach I and the client believe could be most beneficial. Some coaches are committed to a specific theory, philosophy or approach. Others are more fluid or eclectic. Take, for instance, a leader in a Christian organisation struggling with issues in her team. The coach could help the leader explore and address the situation drawing on any number of perspectives or methods. Although not mutually exclusive, each has its own focus and emphasis. The content and boundaries will reflect what the client and coach believe may be significant: Appreciative/solutions-focused: e.g. ‘What would an ideal team look and feel like for you?’, ‘When has this team been at its best?’, ‘What made the greatest positive difference at the time?’, ‘What opportunity does this situation represent?’, ‘On a scale of 1-10, how well is this team meeting your and other team members’ expectations?’, ‘What would it take to move it up a notch?’ Psychodynamic/cognitive-behavioural: e.g. ‘What picture comes to mind when you imagine the team?’, ‘What might a detached observer notice about the team?’, ‘How does this struggle feel for you?’, ‘When have you felt like that in the past?’, ‘What do you do when you feel that way?’, ‘What could your own behaviour be evoking in the team?’, ‘What could you do differently?’ Gestalt/systemic: e.g. ‘What is holding your attention in this situation?’ ‘What are you not noticing?’, ‘What are you inferring from people’s behaviour in the team?’, ‘What underlying needs are team members trying to fulfil by behaving this way?’, ‘What is this team situation telling you about wider issues in the organization?’, ‘What resources could you draw on to support you?’ Spiritual/existential: e.g. ‘How is this situation affecting your sense of calling as a leader?’, ‘What has God taught you in the past that could help you deal with this situation?’, ‘What resonances do you see between your leadership struggle and that experienced by people in the Bible?’, ‘What ways of dealing with this would feel most congruent with your beliefs and values?’ An important principle I’ve learned is to explore options and to contract with the client. ‘These are some of the ways in which we could approach this issue. What might work best for you?’ This enables the client to retain appropriate choice and control whilst, at the same time, introduces possibilities, opportunities and potential new experiences that could prove transformational.
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It was that first day at school feeling, all over again. Except I was now 27. I stepped into the dining hall, confronted by the sound of voices and clanking plates and an overwhelming sea of faces. The man was dressed in black leathers, motorcycle gear, with crash helmet in hand but the child within felt tiny, lost and intimidated. I glanced around, searching for anyone familiar, a spare seat next to someone I vaguely recognised. Nothing – and no-one.
And then, surprisingly, my eyes settled on a young woman walking towards me, smiling, a striking look of care and kindness on her face. Jo reached out and asked me if I would like to join her and her friends at her table. She was a stranger showing compassion to a stranger. I felt rescued and relieved. A sense of being invited, welcomed, the beginnings of belonging. It felt good, warm, strengthening, sacred. And I have never forgotten it. This Jo came to mind afresh this Easter. In the midst of all the controversy about a Prime Minister and his faith, I felt tempted to join arguments over conflicting positions. It’s so easy to reduce our humanity, and our spirituality where we hold it, to abstract principles combined with a self-evident conviction that we are in the right. But Jo’s example has spoken to me of something different – to reach out with kindness and show compassion. |
AuthorNick is a psychological coach, OD consultant and trainer, specialising in critical reflective practice.
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