Chapter 10Interpersonal Methodologies: People First
Coaching
In this section I'm faced with the daunting task of showing you around the waterfront without allowing detailed inspection of the boats!
I've allocated three chapters to the methodologies of consulting, because the book's mission is to cover all aspects of consulting: entry, marketing, proposals, implementation, ethics, life balance, and so forth. So what follows is an oxymoronic “detailed overview.” Buckle your seat belts.1
Coaching is something that all consultants have always done. When you are implementing a project, you are always helping your buyer and others in the actions and behaviors required for success. Any consultant on retainer is a coach, perforce. The movement in the past decade to set coaching aside as some sort of specialty is bizarre. The best coaches are those who understand organizational dynamics, change management, team building, and so forth. Most coaches, with their degrees and certifications from so‐called coaching universities, have a very limited view of the organizational universe, sort of like trying to see the world through one of those peepholes in the hotel room door.
Besides, who certifies the certifiers?
Coaching is not mentoring, the latter being a reactive, sounding‐board type of relationship. Coaching is assertive and proactive. And coaching is relatively short‐term. (Don't confuse it with being a trusted advisor, which can continue for quite some time.)
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