In practice: eclectic leadership coaching

What is the approach you use in coaching (the theoretical model, its premises/underlying beliefs or reasons for being developed etc)?

I am inclined to quote Edna Murdoch here, who says ‘who you are is how you coach’.1 My approach is in using myself; my own narrative and collection of experiences, my own imperfections and vulnerabilities, ways of being in, and seeing the world. It is in how I consciously choose to show up, be present and be in relationship with another human being, moment by moment in sessions, as clients too show up with all their humanness – vulnerabilities, experiences, stories, struggles, successes. Being aware of my own emotional and sensory responses, trusting my intuition and understanding of relational dynamics, I use (my)self-as-instrument to support clients’ deep exploration, reflection, challenge and change.

However, while it may be a complex art for coaches to use the self in this way, I also feel that it somewhat simplifies my approach. I am reminded of Jung who wrote, ‘Learn your theories and techniques as well as you can, and then be prepared to set them aside when you meet the miracle of the living soul in front of you’.2 I use my personal presence and work with mindful awareness, but I am also a

psychologically informed practitioner and take an eclectic approach to my practice.3 This involves embracing frameworks from humanistic, behavioural, somatic, cognitive, systemic as well as psychodynamic psychology. When working with a client, I will consider which theory best serves their individual situation and needs, and will also set it aside to meet the person where they are and facilitate growth and change. Ultimately then, at the heart of my approach is a relational philosophy as I believe the relationship between us is the catalyst for transformation.

Why were you drawn to this approach/model and how did you go about becoming skilled/ qualified in it?

I was fortunate enough to have originally trained with the Executive Coach Studio. Their diploma in executive coaching not only introduced me to a range of theoretical concepts and psychological techniques underpinning modern coaching, but also focused on integrating coaching into who we are as individuals. This deep level of self-awareness, together with being able to ‘mix and match’ a wide range of coaching methodologies, and having a genuine curiosity and appreciation

of the person in front of me, gives me the behavioural flexibility to adapt to the context and my clients’ particular needs, rather than practicing from a single, restrictive approach. I was drawn to the creative, diverse and resourceful style whereby my clients’ issues don’t need to be framed to fit a particular lens, and where I can bring my own humanness into the room. This approach also avoids imposing a particular philosophy of how human beings develop and change, which in turn means my clients are indirectly exposed to different ways of thinking, feeling and behaving.

Since my initial training, I have followed my particular interests and gone on to develop my understanding and skills further in transactional analysis (TA), Time to Think and somatic coaching. I am now also a lecturer in coaching and behavioural change at Henley Business School where I teach a broad range of psychological tools and techniques so that new coaches understand not only the structure of the brain and how it works during coaching in order to support sustained behavioural change, but also which approaches align most closely with their own values, beliefs and style.

To come back to Jung, however, I do believe in the importance of techniques remaining secondary to relationship.2 And, while I am a coach, not a therapist, I am inspired by the renowned family therapist Salvador Minuchin who said ‘The goal is to transcend technique... Only a person who has mastered technique and then contrived to forget it can become an expert therapist.’4 So, while it is important that I continue to expand my repertoire and to explore and understand the methods and philosophies behind techniques, more important is how well I know myself, and the quality of the relationship I build with my client.

Do you work with a particular client group and how do your clients benefit from the fact that you take this particular approach to coaching?

I work with a diverse range of clients, mostly senior leaders, across multiple industries and have a particular interest in working with neurodiversity, namely dyslexia and attention deficit hyperactivity disorder (ADHD). Most of the time, people are either lacking confidence in their current role or struggling to believe in themselves to progress their career to the next stage. Topics often include difficulties managing their inner critic, a fear of conflict and failure, anxiety around speaking in meetings/delivering presentations, not knowing ‘what’s next’ for them, wanting to be more visible, a tendency towards people pleasing and how to say ‘no’, and establishing their personal leadership style. Working with individuals at both a cognitive and somatic level enables both me and the client to combine intellectual insight with the wisdom of the body.5 This allows clients to gain a deeper awareness of their subconscious patterns, they are better able to manage their emotional responses, and they can make decisions that feel more congruent? and authentic by integrating thoughts and beliefs with their embodied experiences. As we so often ignore our ‘physical’ selves, encouraging people to attune to their bodies in this way can be revelatory, providing clients with a deeper understanding of themselves, others and the world around them. By letting go of conscious thinking, they are often taken to places that words just sometimes aren’t able to, helping cut through complexity and finding greater clarity and ease.

What do you most love about being this kind of coach? Have you experienced this kind of coaching in your life and how does it resource you as a practitioner?

I love the creativity, depth and diversity that come with working in this way. Every client is unique, with their own set of beliefs, values, thoughts, feelings and behaviours; their own strengths and challenges; their own backgrounds, contexts and systems. Coaching from multiple frameworks and perspectives allows for greater flexibility, co-creativity and inclusivity.

For instance, if I’m working with a leader considering a career change, they might first want to think through all their options (cognitive). As they’re talking, I might notice I’m hearing a lot of ‘shoulds’ in their language, and so perhaps we start to explore those. In delving a little deeper, we may discover that these are coming from a childhood story around what a ‘right’ and ‘wrong’ career path looks like (psychodynamic) and how this might be keeping them stuck. We could then look at the impact their family’s belief system is having on their decision making (systemic), and then work with their body to release old tension and invite more self-trust and confidence (somatic) so that the client can make choices based on their own wants and needs rather than those of their parents.

Using an eclectic approach allows me to work with the whole person; it keeps the coaching dynamic; means I am able to respond to what is happening in the moment; and creates opportunities for greater depth. Integrating different frameworks also means my practice is continually evolving which is great for my own development and keeps me deeply interested in the work I do.

Could you share a tool or framework or aspect of this approach that other coaches might be able to use or draw on now in their work with clients?

Using centring techniques can be really useful for clients who are often arriving in the coaching space having come straight from other meetings feeling stressed and flustered from the demands of their busy roles.6 To preface this, whenever we introduce body work, it’s always important to seek permission first. If our client does feel comfortable, we would then gently invite them to settle into their bodies, either by sitting or standing, and ask them to notice how they’re feeling. We can begin talking them through moving their attention to different areas of their body, starting from the bottom – to ground themselves, release tension and regulate their breathing. We can invite them to soften their feet and gradually move up the body, encouraging them to notice the sensations in their legs, glutes, stomach, back, hands, arms, chest, shoulders, neck, jaw, tongue, eyes, forehead, until a full body scan has been complete. This helps calm the nervous system, lowers stress and anxiety, brings a sense of grounding and safety, encourages self-connection and helps clear the mind to be able to prepare for the deep work of a coaching conversation. It can also be used at any point throughout the session if, for example, the client is feeling ‘stuck’ and rather than focusing solely on thinking, we can create significant shifts through the body – an area we so often ignore. The power of centring techniques lies in its ability to support clients to process their experiences holistically, allowing a deeper level of self-awareness and for change to be integrated more sustainably.

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REFERENCES

1? Murdoch E, Patterson E. Understanding what we mean by who you are is how you coach, supervise or work; 2017 [Online.] (Accessed: 26 September 2024)

2?? Jung CG. Contributions to analytic psychology 1929. In: Self and Society 1999; 27(1) March 1999: 22.

3?? Megginson D, Clutterbuck D. Techniques for coaching and mentoring. Oxford: Elsevier Butterworth- Heinemann; 2004.

4?? Minuchin S. Mastering family therapy: journeys of growth and transformation. London: John Wiley & Sons; 1998.

5?? Van der Kolk B. The body keeps the score: brain, mind, and body in the healing of trauma. New York: Viking; 2015.

6?? Brown KW, Ryan RM. The benefits of being present: mindfulness and its role in psychological well-being. Journal of Personal and Social Psychology 2003; 84(4): 822–48.

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About Katie Denyer, ACC

Katie Denyer is a lecturer in coaching and behavioural change at Henley Business School. She is also an International Coach Federation (ICF)- certified executive coach, supervisor and facilitator specialising in strengths-based, psychologically informed coaching approaches. Katie works with leaders from a range of professional backgrounds, with a particular specialism in leveraging the strengths of neurodivergent thinkers.