tion. Some coaches see that as a desired state because they are able to work
most effectively at driving change, strategy, effectiveness, or team work
when they become roving coaches. Some clients and coachees may view this
with alarm when they consider possible breaches of trust and confidentiality.
Certainly,
trust and confidentiality are at issue, but problems can be avoided
if the ground rules are clear and followed openly. In some organizations, the
mandate for development is so insistent and clear that coaches will be work-
ing openly with superiors, colleagues, and reports to drive performance im-
provements. The organization needs to determine what is acceptable for its
culture and direction.
Human Chemistry
Coaching is a partnership that thrives on trust, confidence, and forward
progress. Coaches and coachees often develop a very strong relationship,
even a strong friendship, during the course of working together. Best practice
coaches are able to inspire that foundation from the very first stages of the
engagement.
Nevertheless, a coachee will not
obtain a great deal of benefit from some-
one he or she dislikes or, conversely, someone he or she likes a great deal but
who is unwilling or unable to push him or her in the right direction. Personal
likes and dislikes shouldn’t be prime factors, but coaching will not be suc-
cessful if the coachee is highly resistant to the coach. Where’s the balance?
The client must make that decision by weighing all factors. For example, if
the coachee is uncomfortable with assertive people but needs to develop
more assertive behavior, a coach with a dominant and hard-driving personal-
ity may be the ticket. If a coachee is from the old school and does not respect
the contributions of female reports, then a determined female coach may re-
arrange their worldview. There are times when likes and dislikes, personal
preferences, comfort levels and biases should be ignored.
Best practice coaches develop the human chemistry needed for success. By
the end of any successful coaching relationship, the bond between coach and
coachee will be present. See Figure 2.1 on page 39 for a tool to use when selecting
the right coach.
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