How do you manage power dynamics with coachees?

In coaching, the aim is to empower the coachee. Helping them become aware of specific power dynamics and the impact it has on them, is the first step. Subtle changes in non-verbal communication can impact these dynamics when they are not balanced.

When you work with an organisation, you are not only coaching your client. You are coaching the ecosystem that your client interacts with daily. That's why it is essential to map out the stakeholders with your client and uncover the role they play in the coaching process, either directly or indirectly. Support or resistance in the ecosystem can play a crucial role in determining the outcome of the coaching engagement.

As a highly experienced executive coach (and former Fortune 500 executive myself), it is my job to help my clients reach their goals. I am 150% committed to their success and they know it and can feel it. It is not about me and my ego in any way. If we build the right kind of trust and rapport, my clients openly share and accept my insights because they know I am trying to help them get out of their own way. I honestly don't experience power dynamics with my clients because they know I care about them and have a deep understanding and respect for who they are at their core.

I think it’s crucial for a coach to recognise where power comes from + validate for themself/client that we all have some form of power to move things in our lives. There are 3 broad buckets of power: The 1st 2 tend to be overemphasised: 1. “What I have more of vs others”: - networks, resources, titles, info, expertise 2. “What I can do to/for others” - ability to punish + reward These two are real but are external locus of power. Over-depending on this leads to feelings of powerlessness. The 3rd bucket is key for personal change. It’s the internal locus of power from: 3. “Who I am independent of others” - moral values you are willing to stand alone on if needed - power of presence from the truth of your thoughts, feelings and wants.

In addition to acknowledging the power differentials, I also find it incredibly helpful to point out that we're each experts in our own right. The client is the expert on their life, their experience, in their field. I'm the expert in coaching. Together we form a partnership of complimentary skills. I also find it helpful to explicitly point out that I am not there to judge, to determine right from wrong, to teach or mentor, or to act as a subordinate. Again, we are in this together as partners who are both focused on the growth of the client, bringing our unique talents to bear.

Estabelecer confian?a é fundamental para uma jornada bem sucedida! Como Coaches é importante estarmos presentes e conscientes disso. Se o rapport n?o é criado tanto Coach quanto coachee precisam ser honestos e se comunicarem de maneira direta, possibilitando a busca de outro profissional e/ou interrup??o de processo! Assim se gera confian?a e credibilidade!

If you are coaching for an organization, it's extremely important for the client and the sponsor to be aligned on where the boundaries are so that you, as the coach, can build the necessary rapport and trust with the client. How much is the sponsor privy to? How much do they drive the engagement? What are the expectations of all parties? I also make it a point to try to avoid triangulation, because you want the client and the sponsor to be in direct communication with each other, not using you as a go-between.

Neuroscience studies show that when the brain feels threatened, it makes you become defensive and distance yourself from the other, the famous fight or flight response. On the other hand, when the brain feels a reward, it makes you more open to conversation and draws you closer to the other. I use the S.C.A.R.F. model to assess the coachee’s social needs and to build trust, inviting them to see me as an ally, not a threat. Status is about where you are in relation to others around you. Certainty concerns being able to predict the future. Autonomy provides a sense of control over events. Relatedness is a sense of safety with others, of friend rather than foe. Fairness is a perception of impartial and just exchanges between people.

Just like any other relationship, it starts with acquaintance, building rapport & trust. All relationships thrive on trust. Coaching is no different.

The power dynamic is not an easy one to navigate. Power shows up in many ways and it is always there, even if we think it isn't. There may be a power dynamic where the coach feels that the counterpart holds all the power. In a session with a CEO for example, there is positional power, and also perhaps a very large salary discrepancy. This can trigger imposter syndrome in the coach. Conversely, the coach counterpart may feel that the coach has "expert" power and may defer to the coach. As a coach it is essential to notice where the power dynamic might be and using that awareness ensure that is does not affect the coaching by playing too large a role.

Navigating the intricate landscape of Power Dynamics within organizations it is an art and not a science. It's a subtle form of politics that exists in every workplace. There are two key dimensions to consider in addressing this issue: Depth of Involvement: As a coach, the question arises – how deeply should you delve into the organizational politics? Should you empower the coachee to manage it independently on one end of line, or should you actively engage, offering actionable insights and guidance through the coachee?

Coaching sessions can involve discussions about sensitive and confidential information. Setting clear boundaries and adhering to ethical guidelines creates a safe and trusting environment. When clients trust that their information will be kept confidential, they are more likely to open up and share their concerns and challenges. Respecting boundaries and ethics also means being objective and impartial. Coaches should not let their personal beliefs or biases interfere with the coaching process. Clear boundaries help coaches maintain this objectivity.

Individual vs. System Dynamics: Another critical aspect is Looking it through the prism of individual (on 1 end) and the broader systemic factors at play within the organization (on the other hand). Balancing these dynamics is an art that as an external resource one needs to master. #HRConsulting #PowerDynamics #OrganizationalPolitics #Coaching #SystemDynamics

Navigating power dynamics with coachees is crucial for effective coaching. It starts with building a trusting, non-hierarchical relationship. Actively listen, ask open-ended questions, and create a safe space for open dialogue. Recognize and address any imbalances in authority or influence. Empower coachees to set goals and take ownership of their growth. Maintain confidentiality to build trust. Transparency about your role and limitations is key. Finally, adapt your coaching approach to the individual, considering their unique needs and context. By fostering an environment of equality and respect, we can help coachees reach their full potential. #Coaching #LeadershipDevelopment #PowerDynamics

As a coach, you must never do power-over (overt grandiose bullying, violent control etc) or power-under (covert, manipulative, confusing control etc.) tactics to work with a client. You also must learn to recognise when a client is using those two tactics with you. Ethical use of power looks like power-within (helping client/yourself tapping into one’s values, integrity and truth), power-with (Co-sharing space, territory, decisions in the convo), power-for/to (empowering client with decisions, authority etc in the convo)

Ethical considerations and respecting boundaries for self and the client are super critical pieces. ‘Do no harm’ is a universal dogma that does well in coaching and Counseling. In this regard open and assertive communication are critical. To know limitations as a coach will always help navigate unclear scenarios. One also should be open to seek guidance from their coach supervisors or mentors when in doubt. Transparent and authentic communication holds the key to navigate ethical dilemmas.

We all play multiple roles, and the performances we deliver in those are in different power dynamics. In different cultures, the power dynamics are different. In our Global Hyperconnected world, when we speak on Zoom or Team calls with colleagues and need to get things done, we must realize they might have a different power dynamics reference.

Usually the coachee picks the coach and hence the power dynamics is balanced to a large extent and can be enhanced with connection. The power dynamics within the larger systemic organisation needs to be consciously managed with awareness and action taking into account power centres and influence there of.

Trust will always be the first, and in my opinion most important, consideration. Without trust the conversations and actions which need to take place likely won't happen or will not be as effective. After trust it is critical that the mentor always remember that the relationship exists for the benefit of the mentee. I have seen coaches or mentors who seemed to dominate the conversation and after a short time it is difficult to understand who is supposed to be coaching who. And usually the person who is supposed to be coached simply gives up and remains quiet.

If you're coaching executives, you may also be shadowing them in meetings to see them in action. It's crucial to align on what the expectations and boundaries are in situations like that. Are you just observing? Are you only speaking to the exec? Are you offering reminders, feedback? Are you speaking to the others in the room? You don't want there to be any unfortunate and uncomfortable surprises in a situation like that because it can undermine the exec's trust and ability to keep focus on growth as well as the trust others have in the exec.

In Leadership/ Executive coaching, I have found that taking a systems approach rather than only focusing on the individual is critical. Prior understanding with all stakeholders that we are all in this together as partners who are focused on the growth of the client and also to fulfil the overall organizational goals. Result- no blame, no collusion, no triangulation! Because of dynamics in the system, the issue is almost never an individual issue (not a blanket statement). When we can agree to view it as systemically based, supported, and sustained issue, we are able to derive solutions that are not only beneficial to one person’s development, but also able to support what happens in the dynamics of the system.