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Extra resources for Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement
Meeting Frequency When and how often should meetings occur? Does the client want programmatic or circumstantial coaching? How frequently? How regularly? There may be some real-world constraints on what is possible because of work schedules, conﬂicts, sudden crises, and so on. Our experience is that this changes, too, as the process evolves. Generally, clients need more time at the beginning of the coaching process and less time later. Meeting Location Where should the meetings occur? This seems like an innocuous question, but the answer has potentially large ramiﬁcations.
They also use the context to help shape the dialogue as coaching continues. Even bad coaches are aware of the context, but they are often incapable of managing it or using it to their and the client’s advantage. Instead, the context can become an impediment (“The culture doesn’t support the kinds of changes he needs to make”) or an excuse for lackluster results (“She wasn’t willing to listen to feedback”). 19 20 Adaptive Coaching Beyond knowing and using the context effectively, coaches must be skilled at guiding and shaping the dialogue.
They must know the warning signs when deeper psychological issues exist and be able to refer their clients to competent professionals. And they must beware of becoming arrogant, trying to supply all the answers, or dispensing advice in homespun homilies or clever turns of phrase and assume that this passes for wisdom. The danger implicit in therapists acting as coaches is that they may not be able to separate coaching from therapy—in their own minds as well as the minds of their clients—and we have worked with many organizations where even the hint that coaching is therapy would doom the coaching program.