A Different Way to Coach

I am not a coach. But I do coach.

I have had to come to grips with this recently. I mean, in the grand scheme of things, you wouldn’t think this would become the basis a full blown identity crisis but it nearly became one when I was recently put in a position to have to describe exactly what I do.

I Do Coach

As an HR leader, I have provided context, direction, constructive criticism and encouragement to dozens of HR professionals. That’s coaching. I have counseled, challenged, provided corrective suggestions to, affirmed and celebrated with the CEO’s I’ve worked with. That’s a form of coaching. Hundreds of managers over the years have been on the receiving end of my training programs or employee relations conversations where we discuss, argue, role play and practice effective management techniques in preparation for the real deal. In HR every day is game day and at any given moment I could be called upon to coach a team member, a colleague or, hell, even myself to help the “coachee” get equipped, prepped, psyched and performing at the level they wanted to perform. And at any given moment I could find myself commiserating or celebrating with someone after the big play – whether it was giving difficult feedback, making a tough decision or trying something they’d never done before. That’s coaching.

But I’m Not a Coach

I’m an expert, a guide, a teacher and facilitator. I’m a trainer, an advisor and consultant. I’m a conscience, a friend, a devil’s advocate, a ghost writer and a catalyst. But I really wouldn’t call myself a coach. According to the International Coaching Federation, coaching is “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach’s responsibility is to:

• Discover, clarify, and align with what the client wants to achieve
• Encourage client self-discovery
• Elicit client-generated solutions and strategies
• Hold the client responsible and accountable.“

By contrast, what I do is meet people where they’re at. Meaning, once I understand what I think the client needs, I provide it. Sometimes that looks a heck of a lot like coaching. For instance, I might encourage client self-discovery (coaching) when the client is interested in building their own skill at solving the issue at hand. But I might just as soon hand them the answer (expertise) if what I sense is that they just want the answer. So coaching is a thing I do but it is not what I am.

My Favorite Ways to Coach

I actually have two super-favorite ways to coach. One is using Motivation Factor™’s Hierarchy of Motivation®. The other is using my own Manager’s Magic Potion framework. And then I have a bunch of other cool techniques I’ve learned or developed over the course of an eternity in HR. So, fine, yes, I coach. But if you want a REAL coach – who follows coach rules and makes you do your homework and holds you accountable for your stuff – then let me know. Cuz I can refer you to some AWESOME coaches who will do just that.

Meanwhile if you want to raise your HR game, discover your personal motivation factors, get access to 25 years of HR, management and leadership expertise and either be coached or not, then consider joining UPschool. I’d love to have you.