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the differences in mind as there is potential for mentoring and training in particular to turn into a telling session
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TH E I N N ER GA M E O F COAC H I N G In looking at the qualities of an effective coach we can quickly identify key skills and knowledge in the areas of questioning technique, listening skills, monitoring body language and so on These things represent the outer game of coaching, but what about the inner game What goes on in the head of the novice and not so novice coach as they attempt to deploy their coaching skills to best effect The principle of Potential Interference = High Performance applies to coaching as much as any other endeavour There are several sources of both external and internal interference that occur frequently in those coaching in a work environment In my experience the most common sources of external interference are as follows:
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Pressure of other work Unless you are a dedicated coach and that is all you do, you are likely to have to organise your coaching around a host of other responsibilities It is inevitable that the time you have allocated towards coaching could come under pressure from deadlines, crises, staff shortages or any other short-term emergencies which bedevil all working lives One option is to cancel the coaching and attend to the emergency, another is to ignore the emergency and honour the coaching commitment Neither is wholly satisfactory but the point is to recognise that the quality of your coaching will diminish in direct proportion to the time you spend worrying about trying to do two things at once A cancelled coaching session
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is better than a hopeless coaching session provided the coachee is given a reasoned explanation
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Existing relationship It can be dif cult to be coach and manager to the same group of people We may sometimes have to be the artful coach and the arch disciplinarian at the same time The key seems to be in establishing a relationship of trust and treating people with respect whatever the nature of the conversation
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Poor environment I believe that you can do what I call coffee machine coaching, in the middle of a busy of ce, shop or factory oor and get a good result However, this tends only to be the case where the issue is straightforward and the coaching largely concerned with restoring focus Most other times you ll be better off with a quiet, private space where people can get comfortable thinking and talking and, just as importantly, you can tell that they are Similarly, I have come across these sources of internal interference many times:
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I have to get it right Let s be honest, the danger of a book like this is to overemphasise the use of models and structures to the point that I imply that there is only one right way to coach I apologise if that s how you re feeling right now as you read this, it was never my intent Coaching is not a system, a framework, a methodology or a technique It is an approach to the development of people founded on a
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positive belief in their potential and executed by raising awareness, generating responsibility and building trust As such there are any number of models and questioning sequences that are useful In the same way, you ll draw upon your own unique background, prior knowledge and previous training to in uence your coaching style The only right way to coach is the one that suits you and that serves the needs of your coachee It s hard to be focused on the needs of your coachee when you re trying to stick to a prescriptive approach and you re just putting yourself under unnecessary stress
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I have to solve a problem When they start out a lot of managers who coach become disappointed if a coaching session does not result in a tidily resolved problem Worse still is the expectation that every coaching session should produce some kind of epiphany for the coachee and that if it wasn t life changing, it wasn t successful Here we must bear in mind the second key principle of Responsibility In the same way that you can lead a horse to water but not make it drink you can coach a member of your team awlessly but not compel them to take action That is their choice Time is also a factor Whilst there may not be a solution reached at the end of a coaching session your awareness raising work is likely to have created some thought patterns and insights that produce results later on Good, solid coaching will always bring some bene ts
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I have to be credible Yes you do, but your credibility will come from being an effective coach The temptation is only to want to coach those people who work in your own technical arena or who report in to you, but
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