What do you do if your team members are resistant to personal coaching?

Have an open conversation to understand their perspective. Maybe they've had bad coaching experiences, feel micromanaged, or simply don't see the value. Frame coaching as a chance for them to develop and improve, not a punishment for shortcomings. Explain how coaching can help them achieve their goals, gain new skills, or advance their career. Maybe they prefer peer coaching, self-directed learning, or team coaching instead of one-on-one sessions. Instead of general coaching, identify a specific skill or area they want to improve in, making it more targeted and relevant. Demonstrate your own willingness to learn and be coached, fostering a culture of continuous learning.

It's the coachee who has to understand and be conscious about the resistance, not me (the coach) Once he/she realizes about the causes and have a full picture of the situation (like a 3rd observer) then he/she can act in consequence, deciding if want to continue or not with the coaching process. And the best way to do it is making questions, open questions for he/she to understand where that resistance may come from and to avoid those mental barriers that can be limiting him/her.

Wenn sich Teammitglieder gegen pers?nliches Coaching str?uben, ist Einfühlungsverm?gen entscheidend. Durch Gesichts- und K?rpersprache erkenne ich ihre Bedenken und ?ngste. Mit sensibler Kommunikation betone ich den Nutzen des Coachings für ihre pers?nliche und berufliche Entwicklung. Ich biete individuelle Unterstützung an, um Vertrauen aufzubauen und Widerst?nde abzubauen. Durch die Betonung von Selbstreflexion und Wachstum f?rdere ich eine positive Einstellung zum Coaching. Letztendlich stelle ich sicher, dass sie sich respektiert und unterstützt fühlen, w?hrend sie ihre pers?nlichen Ziele erreichen.

Although I (the coach) can explain the benefits, if there is a resistance whatever thing I say can be perceived (even felt) as an attack, as an imposition, and that will increase the resistance. So, the point is not to talk but asking. Ask for the benefits they expect, ask for the expectations they have and mainly for what they exactly want. Because the coach is there just to serve them, not to impose anything. Making some initial open questions in that direction may help them to realize (by themselves) about the benefits of the coaching,

In the coaching applied to teams/organizations you treat a group of people as a unique entity, with a unique voice. And that is not incompatible with understanding the needs of the different team members, because every person, every team member is a unique and different world; and the coach has to take that into consideration. In the same way, and moving to personal coaching, every team member will have their own goals that can be more or less in the direction with the team/company goal, and the coach has to deal with all and help the coachees to align both personnel and team/company goals.

In my experience as an internal and external coach it is important to be curious for individuals as well as teams when it comes to some perceived resistance to coaching. They could have had a bad experience in the past or possibly were "voluntold" to come to coaching for an issue in their performance which can cause anxiety or frustration. Create an open and objective environment where thoughts can be shared and objections stated so that you can support their understanding on how coaching can support their further success. I always state that there is nothing broken to be "fixed" when it comes to coaching. It is about bringing awareness of strengths, opportunities, and how to continue developing into your full potential.