500 Words on Coaching

From the readings this week, I gather that coaching is a dialogue process of collaboration as much as it is leadership. Both the coach and the coachee are working towards the goals of the latter, and it’s important to note that the successes of the coaching dialogue and outcomes are dependent primarily upon the perspective of the coachee. The goal of the coach is the coachee’s well-being, goal-achievement and process, an example of servant-leadership.

            The difference between the coach and coachee is perspective. The coachee sees their situation from the inside, while the coach sees it from the outside. The coach’s situation, as it were, is not that relevant, except in relation to the coachee. Part of the responsibility of the coach is to put themselves inside their coachee’s experience and also show the coachee their own situation from the outside. If these two things happen, then both parties can more effectively “see” the coachee’s situation and discuss it accurately.

            I think the primary role of leadership in a coaching arrangement is that of inspiration. Coaches do not give orders, punish or incentivize. Rather, they encourage the coachee to set their goals, avoid counterproductive actions and thoughts, and realize the incentives for reaching their potential are intrinsic. The context and process of the coaching experience also fall into the leadership aspect of coaching.

            In order to better integrate some of the coaching theory into practice, the following is a list iterating how I will “actionize” the five key processes of coaching given in the lecture.           

Listening:

Don’t just listen. Look for the feelings that spawn what your coachee is saying. Pretend you are saying those things in order to better see your coachee’s perspective. Contrary to the lecture, I am not going to think about whether or not I am listening while I am listening, or “observe” my listening. This feels like a distraction to listening.

Mirroring:

Ask big, obvious questions like “why?” and “what inspired this?” Create analogies to the coachee’s problems and ask how they would advise someone else to handle it. Share my perspective on their perspective and situation.

Summarizing:

Always ask for clarification to make sure communication is working. Listen for key words or words heavy with emotion and circle back to them appropriately. Look for connections in my coachee’s language.

Questioning:

Continually ask questions, and keep asking a question until the coachee addresses the heart of the matter. Encourage the coachee to ask themselves questions.

Catalyzing:

Continually ask for clarification and feedback. Resolve dialogue paths before moving on. Try to set an example in practice, conversation and thought process.

            In summary, I plan to approach coaching with excitement and curiosity, like climbing a tree. That attitude is not difficult for me to maintain, so if I can remember the key processes of coaching and bring them to life in my coaching processes, I’m very sure the experience will be a rewarding success.