¿Cómo superas los desafíos del coaching?

Trust is earned and cannot be fast tracked. Meet your coachees where they are and follow their lead. Ask questions that open the pathway for trust. For example, a questions like, “What about that is meaningful to you? How does that make you feel? What does success look like? What about that is hard?”

Choose a platform. Contribute authentically, consistently day after day leaving behind a value based presence for your followers to see, hear and feel in all its glory. A time will come when they will start trusting you. They will start thinking - I wish to get coached. Take some more time. And then when you feel confident that you are being trusted, that's when offer yourself as a Coach, having been there done that...Now you are coach because you are trusted. You don't spend time or effort to build trust. My opening lines to my Coachee - You must trust me completely. If an iota of doubt, then I am not your coach... Find someone else. But find...don't delay... I have never ever shared any stories or any thing about any of my coachee ever.

Building trust as a coach is akin to winning over a jury - it requires weaving threads of relatedness and empathy, presenting evidence of genuine care, and communicating with clarity and credibility.

One invaluable tip that resonated with me is the emphasis on establishing clear coaching objectives and expectations. When both the coach and coachee have a shared understanding of what they aim to achieve through coaching, it creates a focused and productive coaching relationship.

La confiance se donne et se reçoit. Elle se créé côté coach par sa capacité à écouter, comprendre et accueillir sans juger le coacher mais aussi en démontrer notre expertise sur le sujet et notre volonté d'accompagner le client à atteindre son objectif et mettre tout en œuvre pour l'aider. Elle se reçoit du coaché qui décide ou non de la donner suite à ce qui a été exprimé par le coach. Mais pas que : l'image, la personnalité, l'expression orale perçues par le coaché vont aussi jouer dans l'attribution (ou non) de cette confiance. Et le coach doit aussi avoir confiance dans son coaché : dans sa motivation, le respect des horaires, des séances, son assiduité etc. Bref la confiance est essentielle et mutuelle.

Asking questions is a superpower! By asking questions we can get people to say things that they already know OUT LOUD, and that unlocks them from within where they are often hidden as a protective measure.

To ask good questions, you need to be a good listener (if questions are not part of your presentation). If you're implementing questions in your coaching session, make sure they are: - Reflective - Solution focused - Probing - Future oriented - Paradoxical (challenge individuals to think differently) Questions help the coachee feel like they're contributing to the session, and help you understand what they truly want/need and how you can support them.

Il y a tout de même une intentionnalité (une direction) dans chaque question posée en séance : celle d'aider le coaché à atteindre son objectif de séance. L'enjeu est tout de même d'œuvrer à des prises de conscience et à élaborer des protocoles d'action pour aider le coacher à avancer. Ce n'est donc pas une question de poser des question ouverte ou fermer car les 2 peuvent être utiles mais d'offrir les questions le plus utiles à l'avancement et la progression du client au sein du coaching.

Para hacer preguntas que realmente le abran las posibilidades al coachee, va más allá de preocuparse o prepararla; tiene todo que ver con estar presente en la conversación, con una escucha activa de sus palabras, sus gestos, sus silencios.

We often say that "feedback is a gift" but when it's not given in a relevant and respectful way, it's quite likely that the receiver won't view it as a gift and will reject it. That's a real shame because we all need feedback to grow into the best version of ourselves.

What's worked for me during my career with giving feedback is self reflection. When people are aware of certain traits or things they are doing that may not align with the end goal, they become more consciously aware and work on it. By wording it in a way, perhaps phrasing it as a question and putting the coachee in the situation, allows them to think outside the box and work on themselves. Balancing positives and negatives is also a good way to provide feedback. 'Sandwich technique' we call it.

Avant de fournir un feedback : toujours demander le consentement préalable au client. Puis-je te partager un ressenti, une observation ? J'ai une analyse possible de la situation, as-tu envie de l'entendre ?

Senior HR professionals are often tasked with choosing coaches for their colleagues, but unfortunately I've seen many develop relationships with just one or two coaches, and they tend to stick with them even when they're not a good fit for an employee. It's so important to remember the old phrase "different strokes for different folks" here, a one-size-fits-all approach doesn't work. HR pros need to build a toolbox full of many different types of coaches that is as diverse as their (hopefully!) very diverse workforce in order to properly serve their needs, help them feel seen, and open up to developmental possibilities that coaching can provide.

It's important to read your audience and understand what they want to achieve. A good way to start the meeting/presentation/coaching session, is to ask the coachee themselves, 'What do you want to achieve by the end of this session?'. They normally tell you the answer this way, and it's easy to create a strategy and plan.

Sometimes acknowledging and validating the coachee’s emotions can be hard for you as a coach if you view their situations with your perception and point of view. By removing your own thoughts, you are listening to the coachee with a non-judgmental lens. This doesn’t mean that you necessarily agree with them but you understand that what the coachee is experiencing is their reality and the emotions they are feeling as a result are totally valid for them. This process is important to release negative emotions so they can make a meaningful change.

Il n'y a pas d'émotion difficile. C'est quoi au juste une émotion difficile ? A mon sens, une émotion est juste une émotion. Elle peut être importante, nous dépasser, s'exprimer fortement, silencieusement, survenir, monter. être latente ou très présente. Bref qu'elle soit colère, tristesse, peur, joie, honte il n'y a pas d'émotions difficiles. Ce sont uniquement des émotions à accueillir, à déposer dans le coaching et à comprendre. C'est tout :)

This is why the GROW framework is such a fantastic tool for coaching. It’s focus on establishing a clients Goals, Reality, Objectives and Willingness to change provides the perfect structure to both evaluate and celebrate success in a clear, logical way.

You are making a huge impact in someone's life. It's important to celebrate any small wins during the process. Keeping momentum and motivation high is essential in coaching.

Decide why your coaching before you coach. Is it to give answers or help others find answers? If it’s the former, don’t go there!!!

Practice the art of listening. Don’t listen to formulate a quick response. Sometimes a pause or extended silence is just what is needed for the coachee to fill the gap with thoughts that lead to greater self awareness and learning.

Be prepared for the conversation, stick to one or two priorities to avoid overwhelming the coachee. Be prepared for candid feedback, the more the person can share the more you'll be able to understand their challenges.