PIHRA Scope - Spring 2009 - (Page 13) As an ardent Supporter the coach helps the partner process actions, reactions and outcomes with an eye on identifying behaviors that can be replicated to produce positive results. When the coach encourages reflection, he is helping the partner stay on a track that yields laudable results. Reflection also enables coaches to guide their partners in making midcourse corrections. A component of support is being there to help the partner in their failures, as well as in their successes. Failures are natural on any developmental journey. Coaches must acknowledge and encourage their partners to move on with the benefits of the learning that came from the failure. Honest support acknowledges the good and the bad with an emphasis on helping partners learn and grow from processing all of their experiences. Fulfilling this role will require the coach to consciously boost the partner’s confidence by helping them identify and play to his strengths. Formal assessments like Myers Briggs and the DISC Inventory are excellent starting points for helping the coaching partner work from fact-based data when identifying his predispositions and positive attributes. Consider using a formalized assessment as part of the process for helping your coaching partner develop. The Confidant role requires listening without judgment and encouragement. It is this role that cements trust between the two parties. The Confidant establishes personal trust by being fair and respectful when providing feedback. Trust is enhanced when the coaching confidant is wise enough to simply be a silent listener allowing the partner to speak candidly. A confidant, as the word implies, keeps information confidential. Confidants protect secrets revealed, shun gossip and are among the most valuable cohorts in any organization. A wise confidant understands that the contents of even the most © Forgiss. Image from BigStockPhoto.com casual conversations should be protected lest it be misconstrued to the detriment of the partner. He understands that small slips of the tongue can have large negative impacts. He also recognizes the importance of his role as a trusted sounding board and honors that important responsibility. Because the coach has proven himself as an ally, the partner is willing to continue to take risks by revealing more about himself, his life and his developmental problems. This deeper revelation happens because the trust is cemented. It is evidenced by both parties’ willingness to tackle awkward, uncomfortable conversations. It is further evidenced by their willingness to work through their disagreements. Yes, disagreements do occur in coaching relationships. The Critic’s role is the one that requires the highest degree of discernment. It is in this role that the coach can injure or inspire. The feedback provided by a coach should certainly be frank. And that frankness must be tempered with a heavy dose of human kindness, though not so much as to dilute the message. This is a difficult balancing act for which we are not all well-suited. It is very difficult to confront inappropriate behaviors, to highlight deficiencies and to provide clear, corrective advice. Yet those difficult conversations are inherent components of coaching. The Critic has the tough job of determining what is getting in the way of the partner’s progress. Some of those determinations will be made through conversation and the rest through observation. Many of those determinations will have already been made by the partner; self-aware people can identify their own stumbling blocks. In either case, the Critic is charged with providing the constructive criticism required to help the partner grow. It is incumbent upon the Critic to be certain that his personal bias does not get in the way of providing sound feedback. For instance, if the coach has disdain for the politics that govern organizational life he may need to be very careful when providing feedback on open politicking conducted by the partner. The coach’s disdain may influence him to advise the partner to avoid organizational politics. This is inappropriate and reflects a bias which the coach may or may not acknowledge. Before providing feedback a coach must first clean his lenses of interpretation so that that his comments are as unbiased and constructive as possible. CONCLUSION It is tempting to apply any number of metaphors to complex coaching relationships. Opt, instead, to give serious consideration to the role that coaches play. Consider the benefits, for both the coach and his partner, of refi ning the competencies required to handle the responsibilities of each role. The three roles described herein are among the most important. Analyze your ability to function in each. Work on building your competence so that you are both ready and able to coach with confidence. ■ Joanne L. Smikle provides consulting and management education to organizations across the country. Reach her at www. smiklespeaks.com or 301.596.3140. Spring 2009 PIHRAScope 13 http://www.smiklespeaks.com http://www.smiklespeaks.com
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.