Accepting Self-Questioning
4 November 2008
Read by 1855 persons
Coaching in a new position is useful, provided that both parties are clear about the objectives and that the coachee agrees with the principle… Analysis by Laurent Tylski, coach and president of Acteo consulting.
Who exactly is onboarding coaching for?
It is beneficial for people who take an important step in their career progression. For example, for an expert who takes on management responsibilities, a manager who becomes a director, or an executive who is entrusted with a cross-functional project.
How can a coach help the executive?
He will help his client to relativize the tension caused by a new position, to take a step back and not react emotionally, which seems essential for a good start. Through the reflections he offers, the coach will help reassure his client about his skills. More confident, the client will more easily develop his potential.
What are the limitations of such coaching?
It is unlikely to produce the expected results if it is imposed by the supervisor or HR, if there is no real request from the coachee. The essential relationship of trust may not be established. It must also be remembered that coaching is not training: one should not expect to be trained in management techniques, nor to improve skills on the technical aspects of one's job. Then, for it to be effective, the problem that justifies it, and therefore the point on which the coachee wishes to progress, must be clear. It is of course up to the coach to help refine this problem. But the coachee must also accept to be "challenged" on this point. If he does not want to question himself, the process quickly reaches its end. Last point: the coachee must put into practice the commitments made. If he does not work on his own and reduces coaching to a place of exchange, a limit is also reached. Finally, coaching is not therapy: we work on the "how", not the "why".
Marie-Pierre Noguès-Ledru
Posted on May 15, 2009
pourseformer.fr
Who exactly is onboarding coaching for?
It is beneficial for people who take an important step in their career progression. For example, for an expert who takes on management responsibilities, a manager who becomes a director, or an executive who is entrusted with a cross-functional project.
How can a coach help the executive?
He will help his client to relativize the tension caused by a new position, to take a step back and not react emotionally, which seems essential for a good start. Through the reflections he offers, the coach will help reassure his client about his skills. More confident, the client will more easily develop his potential.
What are the limitations of such coaching?
It is unlikely to produce the expected results if it is imposed by the supervisor or HR, if there is no real request from the coachee. The essential relationship of trust may not be established. It must also be remembered that coaching is not training: one should not expect to be trained in management techniques, nor to improve skills on the technical aspects of one's job. Then, for it to be effective, the problem that justifies it, and therefore the point on which the coachee wishes to progress, must be clear. It is of course up to the coach to help refine this problem. But the coachee must also accept to be "challenged" on this point. If he does not want to question himself, the process quickly reaches its end. Last point: the coachee must put into practice the commitments made. If he does not work on his own and reduces coaching to a place of exchange, a limit is also reached. Finally, coaching is not therapy: we work on the "how", not the "why".
Marie-Pierre Noguès-Ledru
Posted on May 15, 2009
pourseformer.fr
