The verdict’s in . . .

A friend was telling me about a group coaching experience he’d had.  From what he described, the aim of the coaching was to achieve a good mixture between person-centred coaching and action learning (both of which I’m a huge fan of).

And in telling me – without breaking any confidences – about a “round” of coaching that had happened in the group, he shared that he’d observed that some members of his group had gone directly into “telling” mode in order to try to help one of their peers with their particular issue/problem.  The result?  In his words . . . “they seemed overwhelmed by the options, the advice, the ‘I know actually what you should dos,‘ the ‘this is what I would do if I were yous.‘”

By contrast, elsewhere in the same coaching session, some peers more comfortable with a less directive approach employed creative, insightful questioning to try to encourage their colleague to work out for themselves a solution to their difficulty.  And with this, came success.  The issue-bringer had an aha, a light-bulb moment, where her answers to her problem seemed now much clearer.

So, good coaching explained.

I rest my case.

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