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How to ... prepare coaching clients
Poor preparation of clients is one of the most common weaknesses in coaching programmes. It is usually the most costly too, especially when it results in a poor match.
My own research in 2005 indicated that nearly 80 per cent of coaching clients were ill-prepared for their first coaching experience. Nowadays, a handful of organisations do a great job but in much of my work as an executive coach, I see little or no preparation - in organisations of all sizes.
In today's climate, maximising return on investment (ROI) is a pressing priority. Where clients are unprepared there are several likely results:
- Coaches spend valuable, often chargeable, time preparing the client.
- Clients come to coaching with at best a degree of uncertainty and at worst suspicion.
- Some coaches, well briefed by the organisation, find that the client has not had the same information.
This creates an undesirable "messenger"role for the coach.However, under-investment is a false economy. Here are some important steps you can take to help your clients get the most from coaching.
1 Define coaching
Coaching is still undefined for many. This often creates unrealistic expectations for the client.
Make it work
- Create an agreed description of coaching for everyone to use.
- Link coaching to organisational values and goals.
- Spend time explaining how coaching differs from mentoring, consulting and counselling.
Fatal flaws
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Assuming an understanding of coaching, especially with senior leaders. -
Leaving it to individual coaches. -
Having inconsistent internal messaging about coaching.
2 Decide purpose and objectives
The need for clarity is dependent on the seniority of the individual. However, without clear objectives many clients will suspect some form of a remedial objective. The question,
"Why am I here?" quickly becomes a barrier.
Make it work
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Be clear and transparent about the purpose of coaching.
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Involve the line manager in agreeing objectives.
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Encourage personal as well as organisation goals.
Fatal flaws
3 Personal readiness
There are two potential problems here: timing and mindset.
Coaching programmes are often triggered by events such as a development programme or a promotion. While this makes sense, personal circumstances and workload can create challenges for clients. Address this early on or it may become a block to engagement and learning.
The mindset of an individual is critical. An open mind, willingness to explore new perspectives and make time for thoughtful self-assessment and reflection will make a big difference to the success of coaching. Someone who is not ready to make this investment is unlikely to get value from coaching.
Make it work
- Check for work or personal conflicts that may get in the way.
- Offer support where appropriate to negate the conflict.
- Do some readiness checking: attitude, openness and so on.
- Defer coaching if there are no obvious solutions or if the conflict is significant.
Fatal flaws
- Missing the signs of disengagement or lip service.
- Failing to take account of personal circumstances.
- Imposing coaching despite client concerns.
4 The coaching relationship
For people who have never been coached, there is great value in spending time preparing them for the coaching relationship.
The more senior a leader is, the less feedback he/she receives. Any they do get often lacks substance.
Showing vulnerability or uncertainty can feel quite alien to leaders. Therefore, these elements, which feature in most effective coaching relationships, may feel uncomfortable initially.
Preparation results in a quicker and deeper level of trust. It also enables the coach to spend more time on issues that will move the client forward.
Make it work
- Be clear about the uncomfortable moments - and the longer-term gains.
- Share anonymous examples from people who have experienced coaching.
- Emphasise the unique opportunity for total openness - without risk.
Fatal flaws
- Leaving people uncertain of what to expect.
- Portraying coaching as comfortable and cosy.
5 Select a coach
Some simple steps can prepare a client to select the right coach.
An uninformed client usually selects someone with whom they feel safe - often someone similar to themselves.
An informed, prepared client, however, often recognises the value of a coach with a different perspective or background. This can help to make the coaching truly transformational.
Make it work
- Discuss the merits of similarity and difference in a coach.
- Consider the ideal ratio of support and challenge from the coach.
- Encourage clients to reflect on what style will best support their objectives
- Debrief fully after the selection.
Fatal flaws
- Leaving selection to the individual - especially if it is their first coach.
- Overwhelming them with choices.
- Imposing a coach.
6 Find time for preparation
HR functions are stretched, just like everyone else, so finding time to prepare is challenging, even if the value is clear.
But there is a compelling argument for doing so. Simple steps that produce big results include:
- Developing a self-driven preparation tool for individuals before coaching.
- Running preparation workshops for a large number of individuals.
- Creating coaching champions whose role is to brief and prepare people before coaching.
Preparing people for coaching doesn't have to be costly or time-consuming. It informs a good selection process and allows the coach to focus on what they do best. And this will substantially increase ROI for organisations.
Caroline Taylor is one of LCP's executive coaches and an expert in client preparation. She runs Talent for Growth, which specialises in leadership development and executive coaching. She has published Get Ready for Coaching, a practical preparation resource for busy leaders and managers.
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