How to work with a coach, part 9
By Martin Vogel
Sometimes coaching disappoints. But it’s a sign of the determined positivity that grips much of the coaching business that this isn’t well acknowledged.
As Steven Berglas, a psychiatrist turned executive coach noted in 2002, purveyors of coaching have an interest in inviting prospective clients into a story of readily attainable transformation. Coaching contracts are mostly short-term. This is ripe ground for clients forming misguided expectations of a quick fix. Coaches might reinforce this with an emphasis on behavioural change, the linearity of which defies the complexity of human experience. Because coaches mostly hold to a professional ethos of facilitating a neutral process, they can implicitly absolve themselves of responsibility when the product doesn’t deliver.
How do you know when coaching isn’t working? You might find yourself going through the motions: turning up for the sessions but not really engaging with the endeavour. Or you might be engaging wholeheartedly with the sessions but feeling that the process as a whole is not producing the outcomes you had hoped for.
