Our theoretical stance, as coaches, describes what we believe about mankind and how we expect change to take place. I believe as multifaceted people, we can benefit from different perspectives in coaching. These perspectives should preferably be congruent but even if they are not, as long as the coach and client are clear on the tensions or incongruence between models the clients will be able to decide for themselves. I believe this is empowering.
But how can we structure the models we use?
In order to define the main types of coaching I do, I have plotted what I rely on as a coach (my process knowledge or content knowledge) against my approach to the client. (Non-directive to challenging).
The four quadrants are:
- Thinking space
- Performance conversations
- Identifying patterns and creating models
- Information sharing
These quadrants could also be, but aren’t:
- Therapy
- Management
- Consulting
- Training – where often the hapless victim is subjected to a day or more of information bombardment regardless of how well they understand or integrate the input.
I set boundaries for myself in each of these quadrants and I discuss these with my clients. The orange oval describes how I currently spend most of my time as a coach. I spend most of my time structuring client information (in ‘patterns and models’) and talking through conscious and unconscious obstacles to delivery (in ‘thinking space’).
Area 1: Thinking Space
Clients often need to work through issues more personal than the structure of their strategy. Tools in this space may include:
- Nancy Kline’s “Thinking Partnership”
- The assessment models and coaching conversations of James Flaherty
These tools provide the coach with a framework in which to allow the conversation and manage the boundaries where it becomes obvious that the client needs more focussed therapy.
Area 2: Performance conversations
This is the area where I may challenge the client on progress against an agreed set of deliverables. This is an evaluative space where together we find out what is working well and how we can do more of this to address areas where action is needed.
Area 3: Patterns and models
I spend a lot of time with clients in this space using the most suitable models to structure the information they bring to coaching. These models may include:
- Scenario models (plotting uncertainties on two axes and telling the story of each quadrant.
- Strategy map and strategy models (informed by economics)
- Hudson’s phases of an adult’s experience of change (Go for it, The doldrums, cocooning, getting ready)
- Harrison’s culture model (power, structure, achievement or affect)
Area 4: Information sharing
This is where I add colour to the coaching by relating life experience or something I have read. Like did you know that Jean Paul Sartre turned down a Nobel Prize for literature?
