What do you want?

One of the hardest things in coaching, or indeed in consultancy, is getting people to the stuff that can really make a difference. So often a coachee, or even a senior management team, will beat around the bush with stories about their problems, about other people or about their competition.

As a coach you can indulge your client, lending a sympathetic ear to all of these stories, or you can do what you are being payed to do and push.

“If a man does not know what port he is steering for, no wind is favourable to him.”

This phrase that Seneca wrote two thousand years ago, like most of the observations made by the Stoics with regards to human beings, is as relevant today as it was then. Before my coachee and I can do any meaningful work he or she has to tell me what they want. Who do they want to be? What do they want? I often need to ask these questions up to ten times before I get a meaningful answer. What comes before is usually an endless barrage of problems they are presently facing, often blamed on others. Perhaps the reason for this is that so many executives are on a fast moving treadmill of urgent affairs that apparently need to be dealt with today, wether or not dealing with them will provide any real long term value.?This frenetic activity doesn’t allow them enough of those quiet moments to reflect on what they really want.

Frustration on the wrong track

Being on the wrong track is a constant source of frustration for people because deep down they know they are not doing what they really want to. This of course means that they are not being the person they want to be. This is also true of companies who have opened up new areas of business that don’t really go with who they are.

Answering this question truthfully can be the beginning of some very creative work that can lead to some amazing results.

So, what do you want?