The Coaching Curve

Geert Bossuyt


This curve reflects some ideas on how and when a coach can take the lead and with what purpose.
Would you agree ? Or would it need to be an ongoing wave ? What about the phases ... any important ones missing ?

Comments (3)

  1. Sander Hautvast - Reply

    April 12, 2010 at 9:49 pm

    That´s short! I´m missing some context. What are you trying to convey? What kind of change do you mean? Behavioral, cognitive emotional, organisational? And I don´t see the 'lead' aspect in this model. I can´t relate the drawing to what you´ve written.
    Be more precise, or you´ll risk meaninglessness.
    What´s missing as well is the perceived need for change by the coachee.
    If you´re talking about cognitive behavioral change, there are some other things missing like cognitive restructuring (for instance relabeling) or listing behavioral alternatives. There´s more to it than trust.

  2. Geert Bossuyt - Reply

    April 14, 2010 at 10:16 am

    Curve shows when a coach should take the lead ( on the vertical ax) and when he should step out of the spot lights. Taking the lead, includes initiate sessions, give presentations, lead meetings, participate in discussions, take decisions, ...

    The kind of change is not important. Whatever is the nature of the change there will always be a need of observation, gaining trust, guiding, giving trust and make it stick. These phases have a lot of characteristics and one important characteristic of each phase is the 'visibility' of the coach.

    There is more to it than trust, I agree, but without trust there is nothing.

    By the way, I beleive you can never perform an organizational change without accomplishing a cognitive emotional and behavioral change. The other way around, a cognitive emotional or behavioral change will always cause an organizational change.

  3. Jason - Reply

    April 15, 2010 at 5:27 pm

    Nice diagram Geert. I think in general terms the model you show is a guide for when a coach needs to gain more control.

    I think the phases are going to vary based on the culture of the organization as well. For example, a larger, more controlling organization may require a prescriptive approach to adopting Agile which would require the coach to gain more control earlier.

    I've been in environments at completely opposite ends of the spectrum and organizations that are more collaborative in nature can benefit from the curve identified above. Controlling organizations or larger organizations with big process may be better served with a coach who, ahem, grabs the place by the balls.

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