& ASSOCIATES
A HUMANISTIC APPROACH TOWARDS EXECUTIVE COACHING
We base our work on humanistic principles and use gestalt as an underlying guiding methodology. We approach coachees as independent individuals who are working in complex organisational and business settings. It is important for our work to assume that these executives are capable of resolving their own issues and challenges, therefore we see ourselves as being there in a supportive and challenging capacity to ask appropriate questions and ensure the coachees become more adept at reflecting on their situations and develop deeper understanding of the more subtle aspects of what it might take to be more effective in their roles.
We consider that the coachee and the sponsor define success and it is important to clearly contract at the beginning of any series of coaching sessions so that the aims and objectives of the work are aligned with the expectations of all of the relevant stakeholders.
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We believe in developing coachees who remain autonomous and independent individuals taking responsibility for their personal and professional learning.
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Once selected to work with an individual (usually after a ‘chemistry meeting’), there are essentially three phases to the approach we take.
THE FIRST PHASE
is to be clear in our contracting about the objectives and the expected outcomes and ways of working that are important for the organisation and the individual. This is typically undertaken in a 3-way meeting with the individual and their line manager. The three-way contract between the organisation, the individual and the coach is where each person begins to clarify what he or she expects from the process and how long the engagement is likely to take. The coach is able to gather initial information about how best to approach the individual and where they can begin.
THE SECOND PHASE
is where the coach and coachee will begin to explore the priority challenges at a deeper level. They will work together to understand the context and the deeper aspects that may have brought the individual into coaching. This phase is vital if the real challenges facing the coachee are to be identified and fully explored. These sessions are usually in a series of face-to-face meetings, approximately six to eight of one to two-hour duration. The details and frequency of these meetings will be decided and agreed, upon in collaboration between the coach and the coaches. These will depend on the challenges that are being faced and any additional outcomes that may arise during the sessions.
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Some people may want to improve an aspect of their performance and understand their impact on others and how they might alter their influencing strategies. For others, it is a process of deliberately developing their potential and preparing themselves for career progression or changes.
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For some people, they realize that what has supported their career and working life to date now requires a radical rethink and deeper analysis. Whatever the reason why the individual is involved in the coaching process, the emphasis on is on supporting and challenging them to reflect and inquire so they understand where they are, make their own decisions and try out different strategies for meeting and exceeding their stated objectives and desired outcomes.
THE THIRD PHASE
is one where the individual continues to ask for feedback from their manager and their team members, if this is considered to be appropriate, to calibrate their professional journey and determine how far they have progressed. Their plans for how they will continue their learning and development are also discussed. This phase includes the closure of the coaching process and there will be discussions about how valuable the process has been for the individual and the organisation.
