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A Philosophy For Coaching
Coaching draws on so may fields and approaches that it can be difficult to find a starting point. How can coaches in organisations adopt a simple stance that will enable them to choose from the bewildering array of models and theories? This article sets out a point from which our journey through coaching can begin.
Human nature cannot be proven. We cannot know for ceratin what people will do in a given situation or how they may behave. All we can do is form our own opinion based on experience, but this means we have a choice. We can literally choose how we view people. This idea was taken forward by Douglas McGregor when he described his Theory X and Theory supoositions about people at work.
Theory X
People are lazy and dislike work People must be coerced or threatened with punishment People avoid responsibility People are motivated mainly by money
Theory Y
Work is a natural part of life People will exercise self direction People accept responsibility under the right conditions People are motivated by achievement, recognition, etc.
These two theories are really the extreme ends of the same spectrum and in truth, most of us would admit to feeling a mixture of these views about some people some of the time. It is important to recognize that neither of the views can be proven as right or wrong in absolute terms; they are essentially beliefs; things we hold true about the nature of people based on expereince. What we need to ask ourselves therefore is which set of views is more useful. Probably Theory Y. It seems to me that a coach is likely to be more helpful if his or her starting point is to believe that the coachee starts with the potential to achieve his or her aims. It is then the job of the coach is to play a part in realizing that potential.
Coaching adopts an optimistic view of people at work and is an approach in keeping with Theory Y. Put simply, the best coaches begin with a basic philosophy:
“The brain with the problem, is the one with the solution”
and they work on this basis in the certain belief that people have vast reserves of potential which are rarely used and that the coach’s job is to draw it out.
This is a vital concept because whether we realise it or not, our feelings and thoughts about people at work shine through in our behaviour. If you manage your team as if Theory X is true, then in the end you’ll get Theory X behaviour in return and you’ll have proven yourself right. It is exactly the same for Theory Y. Putting this into action requires a philosophy of coaching which recognizes that people are not empty vessels into which knowledge and skills must be poured, rather they are seedlings who require careful nurturing and support.
Only then can we go on to develop an approach to coaching that is entirely in keeping with these ideas.
Coaching in organizations is broadly similar to say, coaching in sport in that the primary concern is to perform better and develop people’s abilities. Coaching can be interpreted in different ways and we need to be aware that some views of coaching may actually be confusing. Coaching has much in common with training, counselling and teaching, etc. but has some subtle yet important differences. Effective coaching allows people to develop their sense of awareness so that they begin to see their problems and concerns with greater clarity.
This presents a platform on which the coaching practitioner can build in order to develop a deeper understanding and practical skills. Over time they can become excellent coaches and achieve great things both for the people whom they coach and for themselves.