This month I read an article talking about a ‘dating coach’ but was somewhat concerned when it said that many clients ask the coach to ‘monitor their on-line dating accounts’! While I am sure there is a market for this, I would hardly call it ‘coaching’, it would be like my coaching clients asking me to do their staff appraisals for them!
In 2007 I wrote an article suggesting that the term ‘coaching’ was being used as a synonym for ‘training’
(https://radar.brookes.ac.uk/radar/file/fa323788-7e83-47b7-b7e6-73d79ae1a799/1/special01-paper-01.pdf) and it seems the term is still being hijacked by all sorts of activities as a catch-all acceptable term. Many organisations aspire to build a ‘coaching culture’ yet ask for skills that are much closer to performance management and manipulation. While ‘coaching skills’ can be a valuable addition to the leader’s toolkit, this is a long way from being a coach. A ‘coach’ acts to support and develop the individual with a fundamental respect and empathy for their right to self-determination. They seek to build autonomy and a trusting relationship, believing in the potential growth and capability of people. Without these fundamental foundations the use of coaching skills will never build a coaching culture. Managers should beware of using coaching skills to coerce or trick people, as this will never achieve the desired result and may actually cause the exact opposite of the intention.
How can a manager integrate their accountability for results with the role of a coach?
When are you likely to employ coaching skills to influence and direct others?
What do you need to believe to build a true coaching culture?
In 2007 I wrote an article suggesting that the term ‘coaching’ was being used as a synonym for ‘training’
(https://radar.brookes.ac.uk/radar/file/fa323788-7e83-47b7-b7e6-73d79ae1a799/1/special01-paper-01.pdf) and it seems the term is still being hijacked by all sorts of activities as a catch-all acceptable term. Many organisations aspire to build a ‘coaching culture’ yet ask for skills that are much closer to performance management and manipulation. While ‘coaching skills’ can be a valuable addition to the leader’s toolkit, this is a long way from being a coach. A ‘coach’ acts to support and develop the individual with a fundamental respect and empathy for their right to self-determination. They seek to build autonomy and a trusting relationship, believing in the potential growth and capability of people. Without these fundamental foundations the use of coaching skills will never build a coaching culture. Managers should beware of using coaching skills to coerce or trick people, as this will never achieve the desired result and may actually cause the exact opposite of the intention.
How can a manager integrate their accountability for results with the role of a coach?
When are you likely to employ coaching skills to influence and direct others?
What do you need to believe to build a true coaching culture?
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