In Chapters 4-6 Dan decides to hire a coach and he interviews three coaches before he makes his choice.
There are multiple outcomes for a first meeting with a potential client. Most important is to provide the richest set of experiences possible, so the client can make an informed decision. Many executives haven’t worked with a coach, so they’re unfamiliar with the interview process. But they are familiar with job interviews, and they may want to interview the coach the way they would a prospective employee. Although they may feel comfortable and in control doing it this way, it won’t give them the information they need to make a good choice.
I believe a coach needs to persuasively invite the client to, as Michele says, roll up his or her sleeves and have a brief working session. There is no substitute for the direct experience of working together.
Of the three coaches, Michele succeeds in engaging Dan. She sidesteps his request for a theoretical conversation and using humor, she gently confronts him: Does he want to work or not?
The first coach makes the mistake of acting like a consultant. It’s helpful to have pertinent technical knowledge, but the real job of the coach is to develop the client. Simply offering technical advice, especially to someone who’s already an expert, is a losing proposition.
The second coach loses control of the meeting. She falls into the trap of answering Dan’s questions. His behavior unmistakably tells her that he doesn’t care about the questions or the answers. Instead of addressing that head on, she talks about what holds interest for neither of them.
To begin their coaching, Michele asks Dan what questions about the project are on his mind. He floods her with questions. Dan becomes frustrated with her when she says, “Those are all good questions.” He wants answers. Of course, Michele would be foolish to provide answers for two reasons. First, she has no answers. Second, even if she had great answers, Dan, who has yet to begin any self reflection, wouldn’t be able to understand or assimilate them. Michele’s job is to provide the framework and act as a catalyst for
Dan’s inquiry so the coaching reveals what he needs to know.
Michele also uses the interview to test if Dan can follow her breathing instructions and calm down. His response tells her that he may be able to take advantage of her expertise in mind-body disciplines.
After a sleepless night, he chooses her over the other two coaches.
For Executives: To choose the best coach for yourself…
- Be transparent and hold nothing back in an initial working session. That will allow you to check out the coach’s real competencies.
- If you have questions about the process, ask the coach directly, rather than making private assumptions and judgments. The coach’s responses will help you decide whether or not to hire that coach.
- Chemistry is important. Trust your gut. You’ll spend a good amount of time together, and the coach has to be someone you can respect and collaborate with.
For Human Resource Executives: In choosing coaches for your executives…
- Coaching is a profession without entry barriers and few recognized credentials. Check the coach’s background and experience.
- Make sure that your coach knows how to deliver results so that evidence of success is apparent to key stakeholders. It’s even better if the coach is schooled in how to quantify results and offer a business rationale that speaks to your company’s strategic goals.
- Make sure there is a true ROI for coaching. Coaching should deliver a return that is worth 10 to 20 times your investment. If that is not the case, consider alternatives.
For Coaches: In choosing clients… (it’s much the same as for the executive choosing you)
- Be transparent and hold nothing back in a working session. That will allow you to check out how the client responds to your approach, and it will deepen your connection with them.
- If you have questions about the client’s responses, ask the client directly. Your job is to make sure the client gets the best coach, and it may not be you. So, inquire and be ready to refer.
- Chemistry is important. Trust your gut. If you don’t think this client is a good fit for how you work, be honest and offer alternatives. You need to coach people who are a great match for you. If you give that value primacy it will best serve your clients and your business.
- Make sure you have a strong working partnership with your internal HR partner. S/he can provide you with background and onsite observations you can’t get any other way.
Question for Reflection: If you had the opportunity to work with a wise and skillful coach, what would you tell the coach about yourself and your goals that would lead you to the core of what your coaching would be about?
In the next chapters we’ll see Michele and Dan dive into their coaching work. Intrigue, more tools and useful stories are to come.
Did you miss the previous chapter?