What do you do if your executive coaching decisions are leading to potential risks?

Kindness matters, but so does clarity. In this high-stakes game, smart risks are different from reckless ones. Ethical guidance, support and insurance are your safety nets, allowing for bold exploration while minimising harm to both coach and coachee. After all, true growth often happens at the edge of comfort.

As we live and work in a complex world, it is impossible to look into the future with certainty. This means that all decisions are subject to risk. If I am not prepared to take these risks, I will be more or less unsuccessful as a manager or as their couch. Nevertheless, I should carefully evaluate possible risks before taking action.

All choices we make come with an element of risk, and we could even say risk aversion can lead to no action at all. Understanding the risk to reward ratio is key for short and long term decisions, purely because the risk can doesn't only affect you, but your employee's too. If your balancing many other peoples future's in your hands, this requires far more consideration then a solo venture.

The last thing for me as an executive coach is to give advice. It's my responsibility to guide my executive coachee through a process of finding at least three viable options to decide. Then weighing the pros and cons of each and come to a well founded decision. Analysing any potential risk is part of this process and it's my job to get the coachee unstuck under overwhelm.

1. Analyse pros cons, risks & it's possible impact 2. If with a coachee, then have an open dialogue about making such a decision 3. Consider best & worse case scenarios 4. Identify back up plans or risk mitigation exercises

Taking risks is part of life's experience. If you're not taking risks, you're still risking staying in one place and not developing your life. As the song goes, "You'll never know if you don't go; you'll never shine if you don't glow." The key is to discuss all risks with the client and evaluate which of them they are willing to take, talking through possible scenarios and consequences.

Openess is key. As a coach you must communicate asap the risk that you have discovered. Following with a risk assessment and risk avoidance strategy.

If your executive coaching decisions start to introduce potential risks, keeping the lines of communication open is key. Here’s how it can help: Talk it Out: Discuss your strategies and concerns openly with your team or a mentor. This can bring fresh perspectives and maybe even a few much-needed reality checks. Gather Input: Encourage feedback from those affected by your decisions. This can provide insights into how your actions are perceived and their impact. Adjust as Needed: Open communication allows you to quickly identify what’s not working and make necessary adjustments, minimizing risks before they become bigger issues.

You can't address any concerns without clear communication. There are 0 stupid questions and any concerns or issues problems can be handled if communicating clearly

Engaging in open dialogue is crucial in coaching, and it resonates deeply with my approach. It's not just about conveying concerns but also about genuinely listening to the client's perspective. This mutual exchange fosters trust and enables us to navigate potential risks together. By exploring alternative strategies collaboratively, we ensure that our coaching journey aligns with their aspirations and the organization's objectives. In my experience, this two-way communication is the foundation for meaningful growth and development.

Based on the risk assessment findings and insights gained from the open dialogue, I would adapt my coaching strategies as needed to minimize potential risks and enhance effectiveness. This may involve revisiting the coaching goals and objectives, adjusting the coaching techniques or methodologies employed, or incorporating additional support mechanisms to address specific concerns. I would also emphasize the importance of ongoing monitoring and evaluation to track progress, identify any emerging risks, and make timely adjustments as required. By remaining flexible and responsive to feedback, I can ensure that my coaching approach remains adaptive and tailored to the evolving needs.

When executive coaching decisions present potential risks, initiate a dialogue with your client to assess concerns. Adapt coaching strategies by revising plans to align with stakeholders' interests. Flexibility is crucial; introduce new methods to mitigate risks while fostering the executive's growth.

Coaching plans should be adaptable. Rigidity hinders effective coaching. When identifying potential risks, revisit original objectives. Clarify desired outcomes to brainstorm alternative strategies.

Adapting coaching strategies is essential after identifying potential risks with a client. This process involves reassessing the coaching plan to ensure it serves the best interests of all stakeholders effectively. A successful executive coach must exhibit flexibility, prepared to modify approaches and introduce new methods or tools that address the identified risks while promoting the executive’s development. According to the insights from "Employee Well-being Support: A Workplace Resource" by Andrew Kinder, Rick Hughes, and Cary L. Cooper, this flexibility isn't just beneficial; it's crucial for maintaining relevance and effectiveness in the dynamic contexts that executives operate within .

The best leaders are always wiling to adapt to any situation. No smooth sea ever made a skilled sailor. The ability to remain calm especially when under pressure to make decision is a real game changer.

When coaching executives, it's important to recognize that every decision carries potential risks. My role as an executive coach is to help leaders weigh those risks against the potential rewards and to make decisions that are aligned with their values and the strategic goals of their organization. If a decision we're discussing in our coaching sessions seems to be leading to potential risks, I would encourage the executive to: a) Seek diverse perspectives: Encourage the executive to gather input from a variety of stakeholders. b) Consider the alignment with core values: Ensure that the decision aligns with the executive's personal values and the values of the organization.

Always be willing to be a student and seek feedback to learn and improve. Seems simple but in truth it will give you the path to progress the fastest if your willing to stay a student, and learn from your feedback to improve, your potential is exponential.

Seeking feedback is instrumental in mitigating coaching risks and ensuring effectiveness. By soliciting input from a range of sources, including the executive being coached, colleagues, and stakeholders, we gain valuable insights into the impact of our coaching decisions. This multi-faceted perspective allows us to adapt and fine-tune our approach, fostering better alignment with organisational goals and enhancing overall effectiveness. Embracing feedback as a continuous learning tool empowers us to navigate potential risks more adeptly and ultimately drive positive outcomes.

To monitor progress effectively, set clear metrics upfront. These metrics should be specific and measurable to track impact over time. Co-create metrics with the client to ensure greater ownership, accountability, and focus on the right priorities.

I was fortunate to collaborate with forward thinking leaders and in my experience after catching the potential risk objectively, Seek input from trusted colleagues or mentors for diverse perspectives. Another extremely helpful tip is creating a safe space for an open dialogue with stakeholders to address concerns transparently and implement proactive strategies. It not only dilute the potential risk but becomes a foundation of fostering trust with the coaching practice

The beauty of coaching is that it gives client the space to reflect, & empowers them to tap into their inner wisdom to make decisions. The coach only facilitates the conversation. Still, if something is felt as risk- - Define risk; ask what they mean by that. -Paraphrase the conversation & invite the client to re-reflect. Ask questions that nudge them to see different perspectives of their thoughts, feelings and ideas. -Repartner & agree on what they really want to address. Where are they currently and where do they desire to be? How would they like to go about it? - Focus on the client, not the issue. Enable the client to think beyond the situation, in a new light and who they would like to be. -In complex situations, seek a mentor coach.

I actually disagree with most of this advice. If your coaching is leading your clients down a path of more risk as their companies, you probably should consider terminating the relationship and finding them another coach. I think one of the greatest responsibilities executives have is to mitigate risk. The last thing they need is a coach guiding them towards more risk.

One of the most beautiful aspects of coaching is its capacity to empower the coachee to tap into their inner and learned wisdom, guiding them to make decisions and take actions from a place of authenticity and clarity. As coaches, we operate under the principle of refraining from suggesting, advising, or teaching unless explicitly solicited by the coachee (client). Even in those instances, we facilitate a process where the client consciously evaluates suggestions rather than blindly following them. This approach ensures that the coachee remains at the centre of their growth journey, fostering ownership and accountability for their decisions while minimizing potential risks associated with external influence.

I use a "Future Retrospective" approach for risk mitigation. We envision ourselves a year ahead, reflecting on pivotal moments that defined our journey. This not only aids in identifying potential risks early but also fosters visionary discussions and innovative strategy adaptations. It transforms feedback into forward-looking insights and progress monitoring into crafting a legacy. This method has enriched the coaching experience, turning risk management into a process of creating impactful leadership stories and meaningful change.

That's true. Being a company that is a great steward of people is not a risk. Nor is it an add on it's a necessity. Now guiding leaders in a way where they see it that way is nuanced but needed.