Demystifying Coaching, In a Nutshell

Since the beginning of my journey towards becoming a coach, many have asked me what coaching is all about. In this newsletter, my aim is to bring more clarity on what coaching really means, the key differences between coaching and other learning interventions, as well as its transformative potential. So let’s dive right in, shall we?

‘Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.’ (Sir John Whitmore, 1992)

Ever felt the need for a personalised approach to professional growth? Welcome to the world of coaching - a transformative journey tailored just for you.

In the realm of high-achieving professionals transitioning to managerial roles, coaching is an untapped secret. Traditionally reserved for executives, coaching is a powerful development technique that is non-advisory and non-directive. It empowers individuals to take personal responsibility, fostering self-awareness and unlocking untapped potential.

Research studies by Jones et al (2016) and Bozer & Jones (2018) highlight the positive impact of coaching. Let's explore how coaching can specifically benefit you:

• Smooth transition to a new role: Navigating the challenges of a new position with confidence.
• Stress management: Equip yourself with strategies to handle the pressures of leadership.
• Career path identification: Define your trajectory in the professional landscape.
• Interview and assessment preparation: Present your best self when it matters most.
• Strategic decision-making: Develop the skills to make impactful choices.
• Self-awareness and reflection: Enhance your understanding of yourself and your leadership style.
• Goal setting: Set and achieve milestones aligned with your aspirations.
• Communication and negotiation skills: Polish essential skills for effective leadership.

While coaching is a versatile tool, there are instances where alternative interventions may be more suitable:

• Technical skill development: Opt for training when looking to acquire specific technical skills and / or knowledge.
• Organisation- or Sector-specific career development / growth: Mentoring may be a more appropriate route.
• Addressing under-performance: Utilise feedback and performance management for managerial concerns.

I hope you found this helpful! I want to make sure these newsletters provide valuable information, so let me know what you think. Also, if there's anything specific you would like me to talk about next time, then do let me know!

Valeria

References

Jones, R J, Woods, S A & Guillaume, Y R F (2016) The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89 (2), 249–272

Bozer, G & Jones, R J (2018) Understanding the factors that determine workplace coaching effectiveness: a systematic literature review. European Journal of Work and Organizational Psychology, 27 (3), 342–361

Whitmore, J (2005) Coaching for Performance. London: Nicholas Brealey