Coaching demystified – When should Coaching NOT be used?
Leading on from the previous 2 blogposts where I addressed the following questions:
This post focuses on talking about situation when it is inappropriate to use Coaching as a tool. Like all developmental inputs, Coaching too has a particular context in which it can be useful and others in which it must not be attempted.
The simplest guideline is to ensure that coaching is not used for skill-building or knowledge-transfer. Mentoring, education, training are better inputs.
Coaching should also NOT be used for Remedial purposes. Asking a coach to step in to help “change” the rigid, inflexible head of finance into a more amenable person is also not an appropriate coaching assignment. It might work. But the chances of failure are high. Honestly, if 25 years of feedback from colleagues, bosses, friends and HR have not switched his light on, I doubt a coach can do much.
The maximum value is derived from coaching high potential individuals in order to help them develop that potential into tangible and consistent performance. As a Leader, that’s the best path you can choose.
Mansoor puts it well when he says “Coaching outcomes should B linked 2 business success. Don’t coach if U don’t have measures around coaching behavior” @_mansoor1 and Jaya endorses a similar sentiment when she says “Coaching should not be used when the goals are short term and shallow for the organization and individual” @nohrgyan
The questions that will come up in subsequent blogposts are:
5. What is an ideal coaching candidate like ?
6. What are the challenges of establishing a successful coaching culture in a firm ?
Hope you are enjoying the series!
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And do leave a comment on your experiences with when coaching works and when it doesn’t.