Book Coaching Stories: Flowing and Falling of Being a Coach by Karen Dean and Sam Humphrey

Really looking forward to my Alumni Book Club ABC meeting tonight to discuss the Book Coaching Stories: Flowing and Falling of Being a Coach by Karen Dean and Sam Humphrey

I have already listened to this once on Audible and am going though it again ahead of the Alumni Book Club. The first thing I’d say is that it is good to listen, but I actually miss making annotations and reflections on the pages.

The book is very much a personal history and reflection rather than a guide and the first third is mostly about failing and leaning.

POOR PREPARATION

Partly because Coaching was an immature profession when Karen Dean and Sam Humphrey started the mutual understanding between coaches, clients and companies appears to have been poor and the differences between coaching, consulting, mentoring etc., very often misunderstood.

I also got the sense of Karen Dean and Sam Humphrey being at the raw end of sexism and misogyny as two women providing support to senior people in large corporate businesses. Their battle to be the best coaches, to the most important leaders of the biggest businesses has been hard fought.

In the modern day I hope that there is better understanding of coaching and by the use of a variety of research, documents and LinkedIn better awareness and preparation between coaches, clients and companies.

This leads to the next point – contracts.

INADEQUATE CONTRACTS

Contracting – agreeing the goals and roles, the aims, outputs, outcomes and the thinking, feeling and being that gets us there – is fundamentally important.

I am reminded of Clare Norman’s book The Transformational Coach (a former Book Club read) of the mnemonic C.O.N.T.R.A.C.T

CHECK-IN – Let them decide what to focus upon.

OBJECTIVE – Let them explain the objective or goal for the session

NECESSITY – Let them explain why this is necessary and important

REALISATON – Let them decide then milestones, markers or indicators of progress

AGENDA – Let them decide the discussion, decisions, or delivery for today

CO-CREATION – Let them decide your role and how you can help them

THEIR AGENDA – Let them decide when and where to start.

Contracting in coaching is a crucial aspect that establishes the foundation and framework for a successful coaching relationship. It refers to the process of explicitly defining and mutually agreeing upon the terms, expectations, and boundaries between the coach and the client. This contractual agreement plays a significant role in creating clarity, trust, and accountability.

Firstly, contracting ensures clarity by clearly defining the goals, objectives, and desired outcomes of the coaching engagement. It helps both the coach and the client align their expectations and understand what will be achieved through the coaching process. This clarity reduces ambiguity and provides a clear direction for the coaching relationship.

Secondly, contracting establishes trust between the coach and the client. By openly discussing and agreeing upon the roles, responsibilities, and confidentiality, it builds a sense of safety and trust within the coaching partnership. The client feels more comfortable sharing their challenges, vulnerabilities, and aspirations, knowing that the coach will maintain confidentiality and provide a supportive environment.

Furthermore, contracting enables accountability. By setting specific targets, milestones, and timelines, the coaching process becomes more focused and results-oriented. The client becomes accountable for their actions, progress, and commitments, while the coach holds them responsible for following through on their agreed-upon actions. This accountability fosters personal growth, development, and positive change.

Contracting in coaching is essential as it establishes a clear roadmap, builds trust, and promotes accountability. By setting the foundation through a well-defined contract, both coach and client can navigate the coaching journey more effectively, maximizing the potential for successful outcomes.



LACK OF EXPERIENCE

A key them from the first third is mostly about failing and leaning and the time it takes to accumulate the knowledge and wisdom, confidence and capability to be a great coach.

The question of whether experience and functional expertise are essential to being a great coach is a subject of debate. On one hand, some argue that experience is not a prerequisite for coaching excellence. They believe that effective coaching relies more on skills such as active listening, powerful questioning, and the ability to facilitate growth and change in individuals. These proponents emphasize that a coach's role is to guide clients in exploring their own insights and solutions, irrespective of the coach's specific background or experience.

On the other hand, there are those who assert that experience and functional expertise are indeed vital for being a great coach. They argue that having practical knowledge and understanding of the domain or industry in which the coaching takes place enables coaches to provide relevant insights, perspective, and guidance. Functional expertise allows coaches to offer valuable context, share best practices, and understand the unique challenges and dynamics of the client's environment. This expertise can enhance credibility, trust, and effectiveness in the coaching relationship.

In summary, the debate regarding the importance of experience and functional expertise in coaching continues. While some advocate that these qualities are not essential, focusing instead on coaching skills and facilitating personal growth, others argue that they play a significant role in providing relevant guidance and building credibility. Ultimately, the ideal balance may depend on the specific coaching context and the needs of the clients being served.

CONCLUSION

The Alumni Book Club ABC and the books chosen have been a great tool for my reflection and learning. Part of that is listening to the other members of the Alumni Book Club.