inPsight
executive coaching &
organisational psychology
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Coaching with inPsight
Who will benefit
Most individuals will benefit from coaching. How they approach coaching can influence the type of benefit they may gain. Their likely approach to coaching can often be reflected in their current approach to their work. Typically we approach our work environment in one of two ways, either with a tendency to be more proactive or a reactive. Of course this approach can change over our career, indeed it can change from month to month, but over the near term we commonly will have a tendency to be typically more proactive or reactive.
Proactive Coachees, here the coachee is likely to be comfortable with change; they are looking at ways to improve themselves and their environment; they are comfortable with challenging themselves; and they are frequently looking to extend their skills and development.
Reactive Coachees, here the coachee may be aware of the need for change but less likely to seek it out, not knowing what such change will be or unsure of what exactly may be required of them. This coachee is less likely to undertake coaching for transformational change but more for developmental needs. With coaching, a reactive coachee can often become more proactive as they develop the awareness that comes with a greater understanding of their skills, strengths and areas requiring development.
This outline is simply a guide to help demystify what happens in coaching and how it can differ for different people. An understanding of how you approach your work and coaching can all happen within the coaching partnership too so don’t be too concerned if nothing above seems to be just the right fit.
If you think you may benefit from coaching you may like to consider the best coaching process for you Coaching – A Guide.
Coaching for underperformance
Remedial Interventions: Coaching is occasionally sought for individuals who are underperforming, resistant to change, often suffering from a poor job fit and perhaps refusing to take responsibility for their behaviour. Remedial intervention is often sought in these situations. However, this type of client is less likely to be considered by the organisation as “successful” in their coaching partnership. Although they may personally make considerable gains, their ability to translate this learning into behavioural change within their workplace can sometimes be hampered for a variety of reasons. From an organisational viewpoint this type of coaching may be considered to have the poorest return on investment.
Remedial Solutions: In this situation those managing the underperforming individual may be engaged in coaching. Where possible the Manager’s skills are extended and they are supported to better manage, more productively engage, and better harness the skills of the underperforming individual or, if necessary, to assist them to exit the organisation. This type of solution ensures the investment in valuable personnel resources is retained within the organisation rather than leaving with the individual.
