1. Coaching is only suitable for problem employees
Many companies think coaching is a means of remedying or even rescuing an employee. But a coach is not a "repair worker" for two main reasons:
- Coaching works best as a complementary development plan for promising and especially coachable employees. If an employee needs "repairing", they are probably not someone who will respond well to coaching.
- Conflict of goals: the boss can bring the coach to "correct" an employee who has the wrong attitude, while the employee's main goal might be to gain more autonomy. However, when coaching is used for high-potential and successful employees, the goals between manager and subordinate are usually more aligned with a common goal - such as promotion - and this creates an environment for success.
2. The coach provides advice
In fact, if the coach you're considering says much of their added value is industry consulting, treat this as a red flag. Sometimes advice does play a role because it can give a useful perspective; however, industry knowledge and prospects are often less useful than they might seem. A good coach fluent in coaching principles will be much more successful than a person who has spent 30 years in the field, mainly because industry consulting disrupts real work. Overall, coaching should be client-centred. Counselling tends to focus on the coach.
3. Coaching is just about behaviour
Work between a coach and a client can increase patience and empathy, as well as dramatically improve conflict resolution skills. However, behaviour is only a small part of the larger goal of coaching. It is about personally examining and revealing emotional patterns that lead to certain behaviours. When a coach is called in, it is most often due to disturbing or unwanted behaviour. But any behaviour is only the end result of a long line of thoughts and feelings. It is much more important to look for causes than deal with consequences related to behaviour.
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