for example, from consulting. Although a consultant and a coach both have a
body of research or a theory from which to draw, the coach may very well not
bring a model or framework into the engagement. As outsiders, neither coach
nor consultant is likely to understand the client’s business environment as well
as the client does, but although the consultant provides ready-made answers,
the coach’s advice is extremely customized. Both consultant and coach rely on
data gathering to interpret the organization’s or individual ’s challenges. How-
ever, although the consultant uses that data to prepare a path for others to fol-
low, the coach uses it to build the critical capabilities of key people so that
they themselves can forge their own paths. Unlike the consultant, the coach
works in partnership with the client to discover solutions together, finding
them through careful listening, provocative questioning, enlightened guid-
ance, and the right level of prompting at the right time. To a great degree, the
coach’s goal is to enable the client to find the right answers by him or herself.
It is not surprising, therefore, that a successful relationship between
coach and client depends on the highest levels of trust and openness. Never-
theless, boundaries do exist. Although coaching may sometimes feel like
something halfway between the couch and the confessional, coaching is not
therapy. The orientation is very different. Depending on personal back-
ground and skill, a coach may use some of the listening and analytical tools of
therapy to build connection, trust, and openness. But although personal is-
sues or deeper problems are likely to arise in the course of working together,
the coach is not meant, and is usually not qualified, to provide more than
supportive, confidential advice in those matters. Should serious personal is-
sues emerge, a coach may be well positioned to provide a referral to a psy-
chologist, counselor, or medical doctor. But, inasmuch as it is healthy to do
so, a coach will maintain the focus of the engagement on moving the client
forward, in line with business objectives. Although the client may control the
pace and direction of a therapy session, the coach is being paid to facilitate
the pace and direction of the coaching engagement—in the service of spe-
cific business-related goals.
Despite the coach’s close working relationship with the client, the coach is
not a substitute colleague or fellow executive. Many coaches have been suc-
cessful in business in earlier incarnations, usually at the most senior levels.
 |
 |
 |