Tangible, Observable Outcomes
What can coaching achieve? A coaching program seeks tangible, observable outcomes toward becoming richer versions of ourselves. Coaching can help us to
Self-correct: Cultivate greater awareness of our emotions and behavior to change how we interpret and respond to situations.
Self-generate: Listen more deeply to physical sensations to develop answers that would elude our minds alone. We often ignore valuable information when it is sourced outside of our thoughts.
Pursue long-term excellence: Sustain these changes in ourselves and our behavior in order to affect the long trajectory of our lives.
Single coaching sessions aim to provoke deeper reflection and, when appropriate, suggest practices that can help address a tactical challenge. We have found that single sessions help confirm personal fit between coach and client, if necessary, or provide an occasional check-in after a series of sessions that have already generated momentum.
A program of multiple sessions, however, is better designed to tackle strategic challenges. A coaching program allows for deeper assessment, development of a purpose and outcomes for coaching, and then ample time to work together, reflect, and put insights and new skills into practice. Real personal growth takes time and support to emerge and become sustainable.
“Coaching cracked the code on a tough career transition.”
Maria, February 2019
Case Study: Maria
Maria was a star manager who delivered on every project, no matter how difficult. She was also outgoing, with rich friendships outside of work. However, her relationships with her workplace peers remained formal and distant. When Maria received glowing remarks in her performance review and yet was passed over for promotion, she decided to work with a coach to gain a fresh perspective.
The coach listened as Maria shared her experiences and concerns. The coach asked careful questions to reveal how Maria identifies her values and approach to life. Together, they discovered that Maria cherishes her competency and achievement to such a degree that she has lost the joy and warmth in her work that would foster closer relationship with her peers and direct reports. Her skill and dedication to her work were both assets and liabilities. They powered her rise to manager but held back her transformation into a leader.
Using this insight, Maria and her coach developed a more expansive model for herself where her competency included the colleagues around her. Working together, the two crafted micro-practices she could employ in moments of stress to help her feel greater compassion and flexibility in her work. Over 10 sessions, they explored how the practices evolved Maria’s view of her work and achievement. Maria discovered ways to engage and inspire her peers without compromising on the quality of work. Indeed, strong results became easier because they were no longer solely up to her to accomplish.