At risk of being coached?

I met someone earlier this week and we were talking about coaching. The conversation turned towards how some practitioners take a very purist stance towards coaching and how others don’t. 

In this instance, a purist stance would be what is often termed “non-directive”. That is to say that the coaches role is purely to ask open questions without directing the client, using the clients own language... The main principle is that the coach does not in any way provide advice or direct the clients actions. 

To be pedantic there is no such thing as “non-directive” in any human interaction but that’s another blog! 

Whose Risk? 

I’m not knocking the spirit or the practice of “non-directive” coaching. However, this isn’t always what a client wants. In an organisational setting it’s not always what a client needs. So who decides? 

Take for example a manager who is having trouble performance managing members of staff. The purpose of the coaching & the contracting with the coach is focussed on improving the managers ability to deal with performance situations. 

In the coaching conversation, the manager decides to take a course of action that to an informed outsider would clearly put them & their organisation at risk – say unfair dismissal. 

If the “non-directive” coach, identified the risk how could they intervene and remain “non-directive”? It’s a perfectly reasonable & professional practice in any form of coaching (or mentoring) to seek permission to “take off the coaching hat” to offer thoughts or reactions. However, for a purist coach to do this in some way would seem to undermine the whole purpose of being “non-directive”. 

Here’s another perhaps more important issue. What would happen if the “non-directive” coach didn’t appreciate the risk being taken. After all this is not what they were employed to do. Could they become complicit with reinforcing the clients’ agenda and decision to take a detrimental course of action? 

Who decides what a clients wants and what a client needs? Whose risk is it? 

The ill advised need sound advice 

Coaching is not about giving advice. However, it is about care for our clients. 

Fundamentally, no amount of “non-directive” coaching will help the ill advised follow a safer course of action. In fact, the above example shows that “non-directive” coaching may even enforce their stance. 

In any other walk of life, it’s hard to imagine a paid professional sitting across from their client and letting them pursue a course of action that would put them at peril without raising their own concerns. 

Perhaps this is why organisations tend to “buy” coaches with industry & leadership experience rather than purely coaching qualifications. 

Does purist coaching make sense in organisations? 

I can’t say never, but I have a long standing concern...

Even though we always strive to help our client determine their own agenda and actions, coaching is a human interaction. Human interactions require us to give of each other and see each other - @Projectlibero puts this very eloquently here.

In organisations, we are working in systems where potential risks and consequences of our actions can be amplified. If we don’t share our care and concerns do we potentially put our clients at risk? 

What do you think?

Vote for me?

It’s great to be nominated for an award. In itself it’s often a great achievement, let alone actually winning one. Once nominated though, it’s often the case that people like you & me get a chance to vote for that winner. 

All fair enough but what if you’ve never seen a nominees work or performance? 

Could you vote for a stranger? 

I was recently approached on Twitter by someone I vaguely know. They are a coach and I have no reason to believe that they don’t work to the set of coaching ethics that I do. We’ve met once, briefly at a conference in a group exercise. We follow each other on Twitter but we’ve not connected elsewhere and have never picked up the phone to each other. 

They wanted me to vote for them for a coaching award they had been nominated for & to retweet the fact that they’ve been nominated. 

I could have ignored their direct request to me but that didn’t feel like the right thing to do. I have respect for them based on what I know of them and that respect encouraged me to respond with my dilemma...  I explained my feelings and asked them on what basis do I vote for them in particular over the other candidates? 

My gut feel for the situation was rewarded with the sense of having done the right thing and with a prompt and reasonable reply. Their suggestion was that I could look at all the nominees videos and decide based on what I feel is in line with my values and integrity. A fair & respectful response I think. 

That feeling of being Chugged... 

I’ll do nothing about the voting – the videos say what you’d expect the nominees to say. Perhaps more importantly, in my heart I feel that you can only genuinely vote for someone when you have an appreciation of their abilities & how they perform. 

But here’s the thing. The experience felt a bit like when you are approached by a “Chugger” on the street. They may be nice people. Their cause may be worthy. But their manner of approach and apparent motivation feels wrong... 

Unfortunately, this experience has made me question this persons judgement. I’m wondering if really they are just trying to win the nomination not on merit but by mobilising their Twitter followers to vote for them. I wonder if this approach risks making the award a hollow popularity contest...

Do I know you well enough? 

So I look at Twitter and the people I follow and wonder who do I know well enough to vote for them if they were nominated for an award in their area of expertise. There’s plenty of folk I like, respect & want to support but sometimes that isn’t enough. I have great friends on Twitter who I trust but I’ve rarely seen them at work. 

So I look at myself on Twitter and wonder who knows my work well enough to vote for me in the work that I do? Of my 900 followers who would I genuinely approach? 

I’m not chasing awards but the answer makes me realise that what I’m doing on Twitter is not enough. For all the great learning, sharing, support, debate and friendships I have thanks to Twitter there’s very few people in a position to endorse my work in this way. That’s something I’m going to change. 

In the meantime, I have a couple of questions for you... 

How would you have responded to the ethical situation I described above? I’d like to learn from others' perspectives on this example.

Looking at your Twitter interactions, do you also find few people know your work well enough to vote for you? Perhaps I’m in the minority!

The one where the "Boot" was on the other foot – Part 2 "The way we think"

Last week I was invited to join a demonstration day with TrainersKitbag (@trainerskitbag) and in yesterdays blog here I talked about my reflections from the day focussing on “The Roles we Play”.  In today's blog I’d like to share my reflections regarding Intuition.

Part 2 “The way we think”

I have to say that I had only a rudimentary idea of what the demo day would involve, let alone the outcome or potential business impact.  Yet I knew the day was a great opportunity and I felt that it would be a valuable experience – I just didn’t know how.

If I had to justify the business value of the demo day to a “higher authority” my analytical, cognitive mind probably would have struggled.  However, my intuitive mind knew this was the right thing to do.  As it turned out, it was exactly the right thing to do.

Furthermore, during the demonstration day our team of 3 relied heavily on intuitive thinking with successful results.  At times, we would consciously and methodically solve a problem.  Other times we “just knew the right thing to do next” but couldn’t say why or how we knew it to be correct.  The hunch, instinct or gut reaction was evident throughout the day and in much of our problem solving activity.

The way we think we think

Ever asked yourself how you come to the decisions that you make?  The chances are that if you tried to describe it to someone you’d probably come up with a perfectly rational description of a thought process.  It might even look like a step by step process of “how to think”.

A lot of what we do in the workplace is based on an expectation that there is a rational, cognitive, analytical description of what to do.  We interview to a set of criteria… we make investment decision based on xyz parameters… we work to a set process… you get the idea.

Yet, if you spent time on this you’d probably describe some of your decision making as “if it feels right.. go ahead.”, or “if it smells a bit fishy… leave it alone.”.  How can a decision or thought feel or smell?

The reality is that these are not just colloquialisms – they describe our non-analytical judgement. They describe our instinct or intuition.

The Neuroscience opportunity

The study of neuroscience is bringing our understanding of the brain on leaps and bounds.  Much of this new understanding is relatively recent but is helping to explain how our analytical & intuitive thinking processes work.  Yet management & leadership awareness appears to be relatively low and training & development programmes have not yet caught up.

If intuition is such a part of how we function then isn't it something managers & leaders should take time to understand?

There is a huge business & social opportunity here for those who have the interest in looking at what is coming out of neuroscience.  Personally, I see furthering my understanding as part of my professional development and even adding to my professional practice.

However, I’m not a neuroscientist so I won’t try to be one.  If you are interested in the subject of Neuroscience or specifically intuition then I recommend reading this and this by Matthew Lieberman.  You might also find the NeuroLeadership Institute blog interesting.

If these are too “hefty” or you’d just like to learn in a more experiential environment then drop me a line and I’ll happily put you in touch with Neuroscientists that I’ve been working with.

In the meantime, I'd love to hear your thoughts on intuition and the opportunity Neuroscience can provide business leaders.