Your client relies heavily on you for business decisions. How can you empower them to take charge?

Mit dem Vertrauen ist es wie mit der Liebe: Nur wer sich selbst liebt, kann auch andere lieben. Dabei ist mir dieser Spruch aber zu scharf gezeichnet. Denn wie kann jemand, der noch nicht vertraut, vertrauen lernen? Beziehungsweise wie kann ich als Vertrauensperson jemanden Vertrauen beibringen? Zentral dabei ist die F?rderung der Unabh?ngigkeit, die wesentlicher Bestandteil des Coachingprozesses ist. Alles andere w?re auch ?u?erst fragwürdig! Hier darf Unterstützung angeboten werden, um aus dem Missvertrauen herauszukommen. Es gilt einen Lernraum zu schaffen, in dem das positive Erleben der Selbstwirksamkeit erfahren werden kann. Dies braucht die Selbstwahrnehmung, die Reflexion dieser und letztlich die entsprechende Umsetzung.

I would be concerned that my client was overly reliant on me to make their decisions. That's not my role as their coach and there is a danger of them becoming too dependent on me. My role is to help them develop their confidence which may include helping them.be resilient when their decisions don't deliver the desired results. My role is not to rescue them but to enable their success.

La conexión debe ser profunda, para ello desde el principio debes ser empatico. Tener claro el concepto de empatía te va a ayudar a comprender su estructura mental sus bases en la toma de desiciones, esto moverá la relación a un nivel de conexión por encima del standard. Allí se generará la confianza necesaria y suficiente para motivar y empoderar la toma de desiciones asertivas, invitándole a tener pensamiento 360 antes del proceso de la toma de desiciones

When my best sales manager faced a drop in sales, I showed him his past achievements and said: 'Your current results are not you. The real you is the one who brought millions to the company. You are strong, confident, and you know what to say to clients to make them buy.' This gave him confidence, and he returned to successful sales. It's not just what I said, but that he believed in himself and took steps toward success. He’s still selling successfully, and I know how to support him if difficulties arise again.

When a client relies heavily on you for business decisions, the first step is to build their confidence. I once coached a CFO who was hesitant to make independent strategic decisions due to fear of failure. We worked together to identify their strengths and past successes, gradually shifting the focus from my guidance to their ability to make informed choices. By encouraging them to reflect on their achievements, they began to see themselves as capable decision-makers. Example: A CEO client of mine felt insecure about leading a major product launch. We revisited their successful past projects, highlighting their role in those achievements. Through this process, they regained confidence in their decision-making.

La mayoría de los clientes con los que he interactuado no les motiva estudiar o profundizar en aprendizajes complejos. Por tanto en mi experiencia lo que me ha resultado es comenzar en coffee meetings con el contarle historias de cómo a través de mi preparación pude ayudar a varios empresarios, poco a poco les causa curiosidad y terminan pidiendo una recomendación corta que les ayude a profundizar en ciertas áreas, “ búscame un curso corto” “ puedo hacer un diplomado?””tiene que ser on line, de otra forma no lo haré” y al final agradecen ese acto !!! Volvemos con el tema de la empatía y la conexión profunda ….. para reflexionar e incorporar en su caja de herramientas

I had a COO client who frequently deferred to me for insights on market trends. To empower them, I provided resources and frameworks they could use to analyze market data independently. We worked through case studies together, gradually reducing my input and increasing their active participation in decision-making exercises. A marketing director I coached relied on me for campaign strategies. By gradually teaching them about data analytics and consumer behavior, and encouraging them to experiment with smaller campaigns, they started making data-driven decisions without my direct input.

The best way to empower your client is to ask them questions. If you're making decisions for your client's business it becomes your business. When you ask questions share experiences so they can make their own decision, they are building their own business.

En mi experiencia tienen propiedad se hacen cargo y toman desiciones la falla radica en que la mayoría de las veces son desiciones sin bases, son desiciones tomadas a la ligera o con un esquema de pensamiento unilateral, y casi siempre los resultados son tardíos, poco efectivos, malos, extemporáneos entre otras características….. luego vienen las excusas corporativas. Mostrarles todo el proceso que conlleva a tomar desiciones es hacerles ver con hechos que se debe pasar por un proceso de preparación de entrenamiento de aprendizaje….. incorporar al pensamiento 360, el pensamiento lateral. mostrarles el Camino que te sigan en un proceso y que observen el resultado que obtuviste para su empresa…. Luego invita a que lo haga contigo

This is a real red flag for me. I'd reflect on how I'd allowed our coaching contract to reach this point. Then, we'd need to discuss this at our next session.

A Deloitte report from 2023 shows that executives who feel a strong sense of ownership in their decision-making process are 35% more likely to drive successful outcomes for their organizations. I once worked with a VP who was hesitant to take full responsibility for major business decisions. I gradually shifted our discussions to focus on their decision-making process, asking them to outline their reasoning and take the lead in implementing their strategies. By fostering an environment where they felt safe to experiment and learn from outcomes, their sense of ownership grew.

Si es totalmente viable aplicar esto, resulta en dividir en peque?as desiciones que conlleven a una grande, desarrollas confianza y fomentas la empatía

Help build confidence in them by measuring their success backwards. Show them how far they have come and that they can continue on. Remind them that even if their decision doesn't pan out, they learned something and it will only help make better decisions in the future.

Yes, I completely agree with this. The only thing I would suggest is to add specific examples to the description of this method, so that both the reader and the client being worked with can clearly understand it. By using simple examples where this was successfully implemented, the client can continue the series of examples with their own ideas and later bring them to life. This way, it will seem simple and inspiring enough for them to start implementing it on their own.

When coaching others, from my perspective I always encourage the person to explore all options available to them. I ask open ended questions and encourage the person to think as broadly as possible. There are no wrong answers. At times people can feel restrained by their current work culture or by their breadth of experience and this is where over reliance on you as a coach can creep in. In this situation, I would keep encouraging them to take ownership and explore how the situation can pan out, it is in their gift and ability to make the change.

Reflective practice is empowering and enlightening As the saying goes "you live forwards and learn backwards" When you reflect on your decisions and actions you can understand yourself, your thinking and your results better Part of the role of a coach is to facilitate reflection too and explore deeper meaning and understanding adding even more insights to the work the client has done on their own

Si ellos ( en mi experiencia ) reflexionan. Lo hacen profundamente deteniéndose en los errores y el porqué ocurrieron pero solo analizan el error externo. Pocas veces miran dentro de ellos mismos, porque temen que allí encuentren la realidad. Hacerles ver que se equivocaron de manera frontal puede ser una práctica muy negativa. Debes ya en esta instancia haberle conocido y tener un método de cómo ellos puedan dimensionar sus fallas, he logrado que ellos me digan “entonces fui yo ?” Y de allí partimos con el proceso de feedback

First and foremost, we must remember that self-reflection begins with understanding ourselves; we can only connect with others as deeply as we understand our own inner world. Empower the client by guiding them to reflect on past decisions (i.e. What insights about myself or my approach can I gain from this experience?), set clear goals, ask insightful questions (i.e. What are the underlying fears or beliefs driving my current choices?), and hold themselves accountable. This fosters self-awareness and ownership of their business choices.

In fact, this is quite difficult to achieve. That’s why we need to focus on helping the person learn to praise themselves for their accomplishments. In order for them to do this, they first need to learn to notice their achievements and not take them for granted. Once they learn to recognize and then acknowledge these achievements, they will be able to praise themselves. And this cannot be accomplished in just one or three coaching sessions. It’s a rather long process.