Personal context

on BLOG, Career Coaching, Coaching 6 Nov, 2014

sfere personali

L., a coachee who had begun a career coaching for about two months, was in the middle of a pattern of inactivity and self-sabotage. Because of the fact he had difficulty accepting the very clear signs of change and success (interviews, job offers, a multitude of opportunities to evaluate, etc.), he was holed up in a series of "yes, but ...". Two days before a session, I explained and suggested a classic exercise about the internal saboteur, which we would have discussed the session after: his answer was "but aren't we doing psychotherapy?".

Bang! I do not know if I can explain, but I couldn't get a less pleasant answer. I then reminded him my obligations to closely stick to my professional and ethical code – that we had discussed in detail during the our chemistry meeting – and I assured him that it was not to ape psychotherapy, but an exercise often used by coaches. However, he was free to refuse to do so.

Today I want to talk about just that: a huge number of coaches – especially the corporate ones – believe that getting into a more personal context means to get out of the sow, and this is impossible without a proper, professional training in psychotherapy. This common view is reflected - of course - even in the coachees.

But I move from the assumption that the coach is a professional of change and evolution, and if, for his prior professional experience or for personal interests, he's able to tap into resources that can catalyze a major change or a transformation in the coachee, that's better. Nothing to do with the substitution of other professional categories, but, on the other hand, being too narrow in defining his own borders may exclude a variety of approaches.

On the other hand, as generally coaches have previous professional histories, every coach brings with him the previous entrenched project management skills, training, business management or psychology, etc., that he's able to make available when the coachee it deems it necessary. I would go further: I believe a coach, consultant, and trainer are the more senior the greater the range of techniques, processes, approaches and different and complementary perspectives that are able to activate.

So, the point is not the fear of the corporate coach to enter into "personal contexts" but rather the understanding of the client and its environment, sensitivity to what is important for the coachee and the system in which he lives. If that - consistent with the specific skills of the coach - means to knock, ask permission and then cross the threshold of the most personal areas, then the coach is just doing a great job.

What is your opinion on that?






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