Everyone experiences the world in different ways. Starting in childhood, we have been influenced by our experiences as we constantly build and shift the lens we use to view the world around us. When a client comes to coaching, they start describing for us, through spoken language, a picture of their view of the world that includes their thoughts and feelings. This picture, however, is limited to the client’s linguistic representation and is therefore not a complete and full one. As coaches, it is imperative for us to go beyond the original linguistic translation presented by the client and tap into the richness of their view of the world to fully empathize and understand their true meaning.
Click here to read our latest article for the International Coach Federation. It presents 5 practical strategies that you can immediately use to help someone uncover their values and true meaning.
Clients often come to coaching to experience a change in themselves. They can sometimes identify areas that they label as “problems” and engage in a coaching program to bring some resolution. This raises a key question for the coach, or even the manager who is supporting their staff: How much of the present “problem” do we need to explore with the client as a prerequisite to support them moving forward? In other words, must we get to the root of the “problem” to truly allow someone to shift perspective and potentially take action?
Find out more in Joseph's article for the ICF here
When distinguishing between the methodologies that coaches use in the workplace, we can safely divide them between two broad methodologies: one focused on bridging gaps and the other on developing strengths. So, what should managers and organisational coaches focus on in order to maximise the performance of an employee?
Find out more in this article written by Joseph Grech for the ICF
This week I spent an amazing couple of days supporting an organisation in developing their line managers into executive coaches. As part of the discussions held one key question, that typically always arises when training coaches, kept us busy for a whole afternoon.
"If I do not understand my client's issue how can I support them in reaching a resolution and improving themselves?"
Understanding the rationale behind not wanting to get the client into detail exploring an issue is important for coaches and line managers and is particularly key for people who want to progress from being good coaches to great ones. Here are four reasons why:
So what can we do as coaches and line managers?
The key thing to do is to let go of the feeling that in order to be a great coach you need to fully understand the issue that the client is facing. Instead, develop your ability to centre your questions mainly about the future. For example, instead of asking "Tell me about the [issue]" try using a question like "So, what needs to be different here?" You will notice that the client will engage more with you this way and ultimately develop themselves even further.
Joseph Grech, Chartered FCIPD and ICF-accredited coach is the founder of Smarter Learning Ltd. and an experienced L&D professional.