By Martin Vogel
The practice of coaching has many antecedents. But one that most eased its way into the corporate world was the analogy between sports coaching and leadership development. Corporations are susceptible to narratives of being world class and winning. So learning from methodologies fine-tuned to get the best out of athletes can be appealing to the corporate leader’s world view. This, for a long while, created an emphasis in the development of coaches on the acquisition of skills and techniques. Coaches would turn up with their “toolkits” and fine tune their clients’ performance in the pursuit of specified goals.
The Theory and Practice of Relational Coaching by Simon Cavicchia and Maria Gilbert proposes a different perspective. It views coaching as a dialogue of discovery between coach and client, one which calls on the practitioner to cultivate awareness and empathic attunement more than it demands technical accomplishment. It’s an approach which is grounded in the insight that all of our experience is socially constructed. There is no fixed thing called an organisation which provides a predictable environment for our working lives. It is enacted every day by its participants and shaped by the different world views that each of them brings by virtue of their biography.