Definition?

There are as many definitions of “coaching” as there are books on the subject – and there are a lot of books. Some definitions are abstract and scientific; others are more pragmatic and immediately comprehensible. In any case, the word “coaching” is like an empty container. A container that you can put almost anything in. Producing many di-verse results. Like yodelling coaching. Or train coaching. The latter being no more than having the session on board a train…

A definition:

“Professional coaching focuses entirely on developing individual competency solutions in clients.

The goal of the coaching is decided by the client. The coach takes charge of the process which will allow the client to gain new insights and develop action plans. The outcome: the client gains an understanding of the way his actions affect – and are affected by – the world around him.

Coaching is a structured dialogue conducted over a limited time period and tailored to the client’s goals and needs.” (Deutscher Verband für Coaching und Training) [Alternative definition: see also in Goodies]

Because goal achievement criteria are agreed by the parties at the start of the process, coaching success can be measured and monitored. As a business coach, I work with people in their own professional areas. This covers the company, its objectives, strategy, organisation, etc.

Issues

I assume that my client and the business can agree on common general concerns, e.g.:

• Strategic issues
• Leadership themes
• Specific aspects of management
• Identifying and formulating goals
• Reducing complexity
• Making decisions in difficult situations
• (Self-) image
• Working co-operatively in a cross-cultural environment
• Conflict resolution, etc.

I guide my client towards answers to his questions. Answers that make a difference.

I act as a “sparring partner” as the client works through highly personal issues, often seen as “problems”, that are – or appear to be – associated with people or their personalities.

I look not only at people but also their environment: their colleagues, the “culture” of the business (i.e. values such as work ethic and punctuality, power issues such as corporate hierarchy, social context, level of detail, language, myths, etc.).

I encourage clients to describe, clarify, question and understand why and how some-thing – usually unconscious behaviour or conscious thoughts – needs to be changed, and the outcome this will produce. Or should it be left as it is?
I help the coaching partner to understand and accept why this change is often so hard, and then work with her to draw up an implementation plan – and put it into effect.

The process

In the coaching process, you set your goal at the start. We then consider your situation, the underlying facts, background and context, and quite likely private issues too. We explore what options you have for acting in a different, perhaps “better” way. And we look at ways of helping you to apply this new insight in your daily work.