My coaching program defined coaching as “a partnership that maximizes human potential.” Pretty vague, mostly since there are so many ways in which to accomplish this objective, so let’s consider the two parts of this definition.

First, it’s a partnership. You’ll often hear coaches talk of “co-creating” the coach-client relationship since each client will have unique needs and learning styles, and the relationship is dynamic and mutual. A coach is not a consultant with the answers. Rather, a coach is a partner and a resource. We’ll explore this more when discussing the coaching mindset.

Secondly, it “maximizes human potential.” We do this by putting ego aside, staying present and curious, and creating space for the client so that they can explore solutions for themselves. The skills and techniques on this website will help facilitate that process.  As managers, we may also sometimes shift into mentoring where we equip people with the tools, knowledge, and opportunities they need.  Through both coaching and mentorship, we allow people to fully develop themselves to be effective in their commitment to themselves, the company, and their work.

It’s Not About Fixing and Remediation

It’s easy to point out something we do not like and communicate that we expect to see improvement.  We may even see some results.  If someone is consistently late, for example, and we point this out and remind them we are watching, they may come in on time – barely –  but has it done anything more?  Chances are if someone is consistently late it reflects their attitude toward work and influences their performance in many ways.  We addressed a symptom, not the cause, and made little progress in the end.

Take that same person and find ways of engaging them and allowing them to explore and apply their strengths.  Help them find a sense of meaning and purpose while communicating expectations and you begin to see a shift in that person and in their development.  People who feel valued and empowered are more likely to make an effort in their work and be more resilient to the challenges that inevitably pop up in any workplace. 

When you call customer service it does not take long to get a sense of who wants to help and who is just collecting a paycheck.  It won’t be one thing, and may not even be easily quantifiable, but it can be palpable all the same.  A manager trying to assess such a call could end up with a long list of small things to fix or a vague request for a better attitude.  Neither is likely to lead to much progress.

Coaching helps to discover and address what is at the root of these problems and empower the recipient to come up with solutions. The coach does not fix the problems or give that sense of purpose – the person being coached ultimately does using the coach as a mirror and ally.