What is Coaching, really?

When I speak about coaching with business owners and leaders at #networking events, they usually hold of one these two positions:

1. Converts. ‘Yes, I have experienced coaching myself. I wouldn’t be where I am today if not for coaching. It has completely changed my life and I believe everyone should have a coach!’ (direct quote from Peter Mills - such encouraging words, thanks mate!)
2. Polite Sceptics. ‘No, I haven’t experienced coaching. It seems popular as everyone is talking about it. I have a vague idea but I’m too polite to ask you specifics. Also, I just don’t want to come across as uninformed. Not sure what the big deal is, anyway. I know my goals, strengths and weaknesses; the business is steady with its usual challenges, so why would I need a coach?’ (Okay, maybe people don’t tell me this explicitly but their body language and follow-up questions really give it away).

Which camp are you in??

If you’re a polite sceptic, please ask away! There are no stupid questions. The coaching industry is such a booming and broad field that the answers may differ from coach to coach.

Today I wanted to address this question by offering a top-level distinction between coaching, consulting and mentoring. All three of these approaches aim to support individuals in achieving their goals and maximising their potential. These three terms however, are often confused with one another.?

Coaching:

#Coaching is a client-centred process that focuses on unlocking your potential by facilitating self-discovery, learning, and growth. By client-centred, I mean that while the coach provides structure for the sessions, their content is dictated by clients’ needs and aspirations.??

The primary emphasis is on #empowering the client to find their own solutions and make informed decisions.?The underlying assumption is that people are not broken but resourceful and whole, fully capable of change and finding effective solutions, if given the right tools and support.?Coaching is not therapy - we can draw conclusions from past behaviour and experiences, but the primary focus is on the present moment to help the client consciously shape their future.

A coach serves as a guide and partner, working closely with the client to help them identify and clarify their goals, develop action plans, and overcome obstacles. It is an equal partnership where respect, trust and confidentiality are the absolute foundation of a successful coaching relationship.??

I often say that the coach has four functions: a mirror (1), a catalyst (2), an ally (3) and an accountability partner (4).

1. A mirror - through asking powerful open questions, the coach creates an opportunity for the client to reflect and see themselves, their actions, motivations and patterns more clearly. We can’t change what we can’t see. Increased self-awareness is the first step to acting more in alignment with our values, understanding the true origin of our problems and increasing our ability to motivate and inspire others.??
2. A catalyst - one of the main objectives of coaching is to provide the client with clarity on their goals, aspirations and the steps required between the current situation and the desired future. This also involves an action plan for overcoming obstacles. Once that clarity is attained, the client can usually achieve their goals much faster than if they were to do it by themselves (and get discouraged or distracted in the process). ??
3. An ally - we are usually our own worst critics. The coach provides a non-judgmental support, supporting the client in identifying their strengths, reframing their mistakes as learning, and celebrating their achievements. Imposter syndrome, crises of confidence and perfectionism are some of the most common themes addressed in both life and executive coaching. Having an unwavering ally enhances the client's self-esteem, #resilience and #perseverance.
4. An accountability partner - once the goals are set...life always gets the way! The coach is there to help the client stay on track, so that they implement the actions they have committed to, and quickly get back on track, if derailed.The coach, whilst a compassionate ally, will also hold their ground and call out the client on their BS, when needed. This ensures more focus, realistic (instead of aspirational) action steps resulting in a deeper, sustainable transformation and goal achievement.

Coaches employ various techniques, such as coaching models, active listening, powerful questioning, and goal setting, to assist clients in gaining self-awareness, enhancing skills, and achieving desired outcomes. Coaching engagements are typically time-bound, with regular sessions conducted to provide ongoing support and accountability. Change takes time; while a single coaching session can be a powerful experience, a three to six-month engagement is a common length of a professional coaching relationship to ensure sustainable success. Many leaders opt for long-term coaching support as the nature of their challenges constantly changes and their business vision expands.

Consulting:

Consulting involves providing expert advice and specialised knowledge to address specific challenges or opportunities. Consultants are typically hired for their expertise in a particular domain or industry and are expected to analyse situations, diagnose problems, and propose solutions. They bring a wealth of knowledge and experience to the table and work collaboratively with clients to develop strategies, implement changes, and optimise performance. Unlike coaching, which focuses on self-discovery, consulting is more directive, as consultants offer recommendations and give their perspective in problem-solving. Consulting engagements are often project-based and have a clear deliverable or outcome.

Coaching and consulting are usually the two terms most confused with each other. Majority of professional coaching associations such as #ICF or #EMCC frown upon coaches reverting to consulting (offering advice or solutions). The underlying assumption is that the client is much more empowered and motivated to act when they arrive at the solution themselves. When obtaining a professional coaching #accreditation, consulting in a coaching session will most likely have a disqualifying effect for the coach-candidate.

In practice, coaches will often display a varying degree of a coach/consultant blend as they have sector expertise relevant to client's industry and challenges. Some coaches stick to the pure coaching approach, where they consciously refrain from offering their insight and perspective, prioritising the client's process of self-enquiry and only asking open questions. Other coaches might alternate between the coaching and the consulting modes.

The important thing is that the coach should always ask whether their insight would be welcomed by the client before providing any, and if #consent is given, mark that they are now ''putting their consulting hat on''. The client in a coaching engagement has the power to indicate whether they would like to receive any advice at all, or whether they prefer to be heard and acknowledged. This can be indicated at the beginning of the coaching engagement and also at the beginning of every session, through boundary setting process called ''contracting'' in the coaching field. Every coach and every client is different. That's why it is important to engage in a discovery/clarity call to ensure the right chemistry, personality and style fit.

Mentoring:

#Mentoring is a relationship-based approach that involves a more experienced individual (the mentor) providing guidance, support, and knowledge to a less experienced individual (the mentee). Mentoring is rooted in the transfer of wisdom, lessons learned, and industry insights from the mentor to the mentee.

As you can see, this is clearly different from coaching which is a partnership in equal standing. Mentors draw from their own experiences and act as trusted advisors, offering career guidance, personal development advice, and networking opportunities.

The mentor-mentee relationship is typically more informal and long-term than coaching and consulting, allowing the mentee to benefit from the mentor's knowledge, experience, and connections. There is more input from the mentor here than from the mentee, whereas in coaching the client provides most input, with the coach guiding and structuring the conversation to support client's goals.

I hope this has provided you with clarity on the main differences between coaching, consulting and mentoring. If you have a different take on this, please share!

What has your experience been with coaching? Or consulting and mentoring?

I'd love to hear your stories - both good and bad.

If you have any questions about coaching at all, comment below or ask me in person when you next see me at a event!

Warm summer wishes,

Natalia

Leadership & Executive Coach