What is Coaching?

The International Coaching Federation defines coaching as:  

“partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment.  Coaches honor the client as the expert in his or her life and work and believe every client is creative”.    

This definition represents the ‘purist’ form of coaching in which the coach uses coaching skills to help the client explore their issues or concerns, and achieve their goals. Without any prior knowledge of the client or the situation, the coach can conduct ‘content-free’ coaching with a client and still achieve amazing outcomes. Generalist issues of concern where the coach can use this ‘purist’ form of coaching, include where clients are: 

• Lacking in direction; 
• Unmotivated to make the changes they know they need to make; 
• Feeling that there’s more to life - but what is it? 
• Unable to achieve their goals by themselves; 

• Insecure about where they are headed; 
• Experiencing problems within the family, work or local community.  

The definition of coaching by the Australian Institute of Professional Coaches expands on the ICF definition by positioning coaching within a goal-oriented, solution-focused framework: 

“Coaching is the process of working with individuals to help them achieve their life goals and create a more positive future. This involves facilitating self-awareness of issues and problems concerning them in their work and / or personal life, or goals to be achieved. It is a supportive and encouraging process that utilises clients’ existing knowledge and strengths to help them understand their current situation, broaden their horizon, be open to other possibilities and lead them towards effective, often creative, solutions to their problems.”   

This definition clearly signals that coaching is not only behaviorally based but is also aligned with performance improvement and/or goal achievement. From this perspective, coaching may assist clients who are: 

• Lacking in motivation and job satisfaction; 
• Feeling unsupported at work; 
• Experiencing communication or relationship issues with colleagues or their manager; 
• Having difficulties managing their workload; 
• Uncertain about their future and how to safeguard their employment prospects; 
• Seeking promotion but unsure how to go about this; and 
• Aiming to achieve work / life balance. 

Difference between Coaching and Mentoring 

Many people use the terms ‘coaching’ and ‘mentoring’ interchangeably. However, whilst both promote personal as well as professional growth, coaching is different from mentoring in many ways.  

Mentoring involves an ongoing professional relationship between a more senior manager and a junior, talented employee usually, but not always, within the same organisation, focused on assisting the employee grow and develop so as to increase his/her chance of promotion within or without the organisation. It is a hierarchical, power-distanced, telling relationship in which the mentor draws on their vast experience and wisdom to share their knowledge and professional experience to help the mentee deepen their understanding and improve their effectiveness. The mentor informs and advises the mentee on what has worked for them in the past, and makes suggestions regarding actions the mentee should take. Mentors are often role models who, at times, may also use coaching skills. 

Coaching is a partnering relationship in which both coach and client have expertise. The relationship is that of equals. Both bring something to the table to achieve a specific outcome which is client-led. The conversation is completely focused on the client and what they need to help them become more effective. The coach actively and reflectively listens to the client’s story, and asks powerful questions to help them become more self-aware and gain insight into their situation. In this way, the client discovers their own solutions and actions to move them forward. The relationship is collaborative rather than hierarchical. Coaching is typically short-term to address an immediate issue or need, although coaches may establish long-term relationships with clients to reinforce and support their ongoing commitment to personal and professional development. Coaches may also be mentors but not at the same time as they are coaching.  

Difference between Coaching and Other Interventions  

At times, coaching can be confused with counselling. The major difference is that counsellors focus on the past to help clients resolve deep-seated issues or traumatic incidents that occurred in childhood, or when they were teenagers or young adults. Therapy to resolve these issues is conducted by trained counsellors or psychologists and typically occurs in a community or family relations centre. The counsellor or psychologist utilises therapeutic techniques to resolve prolonged and/or difficult situations of a severe nature. Such situations usually relate to family dysfunction, domestic violence, various forms of abuse, drug and alcohol dependency etc. When the issue is resolved, the counsellor provides ongoing assistance and support to the individual and/or family to rebuild a better future. 

Within the workplace, coaching can also be confused with training and supervision. Training is the provision of knowledge and instruction so that a new skill or technique is acquired to assist people do their jobs better, or faster, or more efficiently or effectively. The outcomes of training programs are significantly enhanced when the training is paired with or informed by coaching. Research has found that only 20% of training outcomes are maintained in the long-term; however when coaching is conducted immediately following the training to reinforce the new skills back in the workplace, an 80% transfer rate is achieved (Joyce & Showers, 1988). Supervision is the process of observing another person for the purpose of providing feedback on the work that is performed. Supervisors provide opportunities for an individual to reflect on their performance and receive constructive feedback from a more experienced person, with the aim of advancing their knowledge and skills. Ideally performance feedback takes place at regular intervals via coaching conversations. 

This modified excerpt is taken from the book “Positive Psychology Coaching” by Dr Susanne Knowles which is available from www.amazon.com and www.barnesandnoble.com. 

Book Reviews and a Book Trainer are available on www.susanne.knowles.com.