Building up the collaborative relationship between leader, manager and member, subordinate, the mood of the conversational space is critically important for them. In co-active coaching, coaching space has to be two critical characteristics as an effective coaching environment. One is safe enough for coachee to take risks they need to take. And the another one is a courageous place where coachees are able to approach their lives and the choice they make with motivation, creativity and commitment. And additionally, safe does not mean comfortable. Sometimes they need straight and severe conversations to find out the way that coachee really desiring.
To make the safe and courageous space for the positive and constructive conversations, the several characteristics are essential for them. One is confidentiality. Confidentiality means that the coach must not disclose any information he has known in the coaching conversations at all without coachee’s agreement. Especially the conversation in the business organization or team, this is critically important for the safe feeling to address real, frank but exciting subjects, sometime including quite personal factors. Second one is trust. An agreement to hold the coaching conversation confidential is one key component in building trust. Trust is also built over time as both coachee and coach learn they can be counted on and the coachee learns that the relationship delivers clear result. Third one is speaking the truth. Building up the real environment where the coachee can tell the whole truth about what they have done, and not done, the coaching space should be without evaluation and judgement. Because the truth carries no consequence other than learning, discovery and new insight to them. Then, fourth one is openness and spaciousness. This is a space where coachees can breathe, experiment, fantasize and strategize without imitation. It is also a place which they can vent their anger, troubles, spite, fear and regrets.
Based on these elements of the relationship between coach and coachee, it is quite important for them intentionally and consciously design their working relationship. In addition to this, they need redesign their relationship continuously, when their relationship is going to need any new elements for their deeper and more credible one.
For leaders, managers and supervisors, the “design” of the working relationship will not be structured, but the essence of the coaching space above is quite referential. It is certainly not doing coaching on team members or direct reports. The context for coaching in an informal organization or leadership situation is a commitment to support and development. This commitment to personal development is the essence of the business case for coaching as a leadership and management competency.
Jun-Spade 