Editors Note: This is a guest post by Simon Corcoran, Co-CEO at A Human Agency. His opinions are his own.
Most of us love a good framework.
Nothing gives us more comfort and confidence that using a tried and tested framework or model, especially if it’s from a fancy university or professional services firm. The challenge with most frameworks though is that we like to follow it a bit like a recipe – so that we don’t get it wrong.
Coaching has started, over the past few years, to gain traction in many organisations with the view that coaching is available to anyone. It doesn’t matter where you are in the organisational hierarchy, you have a coaching responsibility to develop and grow your peers. In other organisations it’s still relegated to the line manager who believe it’s just about setting performance and development goals. Many struggle when having these conversations for fear of not getting the framework right.
A few years ago I facilitated a workshop for a group of senior leaders where we stressed the importance of building rapport as step 1 to understand the coachee’s state of mind, and to give them a chance to relax into the conversation. I can’t tell you the number of people who struggled with this task.