Your coaching advice conflicts with the client's superior. How do you navigate this delicate situation?
When your coaching advice conflicts with a client's superior, it's crucial to handle the situation delicately to maintain professional relationships. Here are some strategies to consider:
What strategies have worked for you in similar situations? Share your thoughts.
Your coaching advice conflicts with the client's superior. How do you navigate this delicate situation?
When your coaching advice conflicts with a client's superior, it's crucial to handle the situation delicately to maintain professional relationships. Here are some strategies to consider:
What strategies have worked for you in similar situations? Share your thoughts.
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As a coach it is preferred not to give advice. Coach the client to make their own decision with multiple scenarios of how to engage and consult with the client’s superior. The Coach stays neutral.
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Simple - as coaches we don't give advice! We encourage those we coach to identify their own ways forward and keep their 'superiors' up-to-date as appropriate.
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As a coach, I prefer to ask right questions to ensure my client will get better clarity of the situation, and options to evaluate and make the decision that he/ she believes is right. It's not the job of a coach to advise and more so without all the details from all relevant parties
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Coaches shouldn't give advice, rather help the client open their mind to different potentials to achieve their goals. Most people know what the answer is within them. A coach creates the environment to be able to achieve it.
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It seems to me that the starting question results of a misunderstanding what coaching is about. As a coach I do not give advice. Meaning: I do not tell my client what he/she should do. On the contrary: I do challenge the client to come up with own ideas how to deal with a delicate situation or conflict, etc. Moreover, I challenge these ideas respectfully to check together with the client what might be unwanted consequences of the "solution" (e.g. that their manager or their coworkers might not be amused about their great idea right form the start). By doing this empathticaly and supporting the cleints reflection and problem solving activities we cocratively come up with better more sustainable solutions.
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