For some people, the choice to work with a coach is the result of a long process of research, decision and then indecision, and more research. Some of the indicators that you might be a good candidate for coaching include:
- You are concerned about your effectiveness.
- You just entered a new role.
- You’re about to leave a role.
- Being a leader isn’t fun any more.
- You’re feeling out of control.
- You’re working harder and getting fewer results.
- The people around you are not responding as you would like them to.
Once you determine that a coach is part of your way forward, you then have to find the “right” person to help you achieve your goals. Before you schedule a meeting with a potential coach, take some time to ponder the following questions. The answers will help to lead the discussion when talking with him or her about a possible coaching relationship.
- If you only answer three questions, make it these:
- What keeps you awake at night
- What needs to be discussed in your organization and yet is never mentioned?
- Why do you seek coaching now?
- If you want to start working now, try these:
- What is your role: what is it REALLY, regardless of title and job description? There could easily be a difference.
- Your history in that and previous roles: what has worked, what has been a challenge? Understanding lessons from the past guides current exploration.
- Your surroundings: what’s going on around you, why it is changing? Your work always exists in a context.
- Other players: Who is around you? What is your relationship? What do you think of their work? None of us achieves our objectives alone.
- The future: What do you see? What do you want? How will you get there? We start from where you are, but coaching is about facilitating the future.
- Balance: What will it take for you to be sound in body, mind and spirit so you can do your best?
- And for some serious reflection before the meeting:
- Where are you finding that stakeholders have to adjust their plans, values, relationships or ways of working to make progress?
- Where are stresses to quickly solve problems at odds with the problem’s complexity?
- Where could you hand over work (instead of controlling it directly) to those individuals affected by the problem so they could fully engage the issue?
- Where might a shift in authority be needed to achieve a goal?
- What shifts in perspective might YOU need in order to get the job done?
- Where are there gaps between aspirations and the reality of the situation?
- Where is strong authority needed to keep the issue from overwhelming the resilience of the group affected?
If these questions resonate with you and you want to schedule a time to talk with me, please reach out by phone (425) 787-0846 or email me at firstname.lastname@example.org.