Cathy Liska A new coach was working with a client. The client had been informed by their employer that if they did not successfully make changes during the coaching process, they would lose their job.
The coach worked hard to understand what was happening in the work place and what the performance shortfalls were for the client. The coach spent time identifying the clientβs interests in the job and exploring their desire to make it work. While the client was frustrated, they did want to keep the job.
After a few coaching sessions, while discussing a performance short fall, the coach had a brilliant insight on how the client could address the problem and make a needed change. The client loved the idea and expressed enthusiasm over how easily this would fix a big problem and enhance performance. The client and the coach closed out their session excited about the plan.
Question 1: Is it appropriate for the coach to figure out the plan?
When the coach called me as their coach, they shared that while they knew it was best for the coach to elicit ideas from the client, clearly this session went well and the idea really would make the difference so the client would keep their job.
Question 2: How could a coach in this situation provide perspective without providing the actual plan?
Two weeks later, the coach had their next session with the client. The client had not followed through with the plan. When asked why, the client had a number of excuses.
The coach again called me, and shared their disappointment. The coach was both surprised and not surprised. While the plan would have saved the job, the coach also had learned in training that unless the client creates the plan and owns it, the likelihood of follow-through is minimal.
Question 3: How does who creates the plan influence follow-through?
What approach would you take as a coach?
