A philosophy of coaching

A philosophy of coaching
We cannot prove human nature; we can only form our own
view. One of the most accessible pieces of theory on this
point was provided by McGregor when he described the idea
that managers view their people in two main categories.
These he labelled Theory X and Theory Y.

Theory X

People are lazy and dislike work People must be coerced or
threatened with punishment People avoid responsibility
People are motivated mainly by money

Theory Y

Work is a natural part of life People will exercise self
direction People accept responsibility under the right
conditions People are motivated by achievement,
recognition, etc.

These two theories are really the extreme ends of the same
spectrum and in truth, most of us would admit to feeling a
mixture of these views about some people some of the time.
It is important to recognize that neither of the views can
be proven as right or wrong in absolute terms; they are
simply beliefs about human nature based on experience. Our
starting point as coaches therefore needs to be which set
of views is more useful. Probably Theory Y. It seems to me
that a coach is likely to be more helpful if his or her
starting point is to believe that the coachee starts with
the potential to achieve his or her aims. It is then the
job of the coach is to play a part in realizing that
potential.

Coaching takes a positive view of human nature and the
capabilities of people and as such it is more closely
aligned with Theory Y. In short, the best coaches have a
simple philosophy:

"The brain with the problem, is the one with the solution"

and they work on this basis in the certain belief that
people have vast reserves of potential which are rarely
used and that the coach's job is to draw it out.

This is important because our thoughts and feelings about
people at work manifest in our behaviour whether we realise
it or not. Approach your people as if Theory X is true and
they'll respond in kind and prove you right. The same holds
true for Theory Y. Putting this into action requires a
philosophy of coaching which recognizes that people are not
empty vessels into which knowledge and skills must be
poured, rather they are seedlings who require careful
nurturing and support.

Only then can we go on to develop an approach to coaching
that is entirely in keeping with these ideas.

Coaching in organizations is broadly similar to say,
coaching in sport in that the primary concern is to perform
better and develop people's abilities. Coaching can be
interpreted in different ways and we need to be aware that
some views of coaching may actually be confusing. Coaching
shares many characteristics with teaching, counselling, and
training etc. but has some subtle yet important
differences. Effective coaching allows people to develop
their sense of awareness so that they begin to see their
problems and concerns with greater clarity.

This presents a platform on which the coaching practitioner
can build in order to develop a deeper understanding and
practical skills. Over time they can become excellent
coaches and achieve great things both for the people whom
they coach and for themselves.

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Matt Somers is a coaching practitioner of many years'
experience. He works with a host of clients in North East
England where his firm is based and throughout the UK and
Europe. Matt understands that people are working with their
true potential locked away. He shows how coaching provides
a simple yet elegant key to this lock. For a bumper load of
coaching tips and tricks - including FREE resources - visit
http://www.mattsomers.com