These questions all encourage a fresh look at solutions to the problem and encourage one’s client (or oneself) to probe deeper into their own ideas regarding potential solutions. Coaching clients often limit themselves in considering nontraditional ideas, in part because they believe that they have been “right” so often that it is hard to risk being “wrong.” This is particularly a concern for the extraverts.
The effective coach provides a safe and supportive environment in which to articulate and explore these “wrong” and crazy ideas. They create a “sanctuary” in which to consider parameters of the problem and solutions (time, resources, authority, approaches) that have always been on “the back burner” for this harried client. This condition is particularly common among introverts. This is particularly challenging (and important) to keep in mind when doing self-coaching.
Conclusions
One final point. Extraverted coaches take note. An effective coach must provide a safe setting in which their client can reflect on the nature of a problem and its solutions. Our coaching clients should feel safe when engaging us as a professional coach, not only because we are accepting and supportive, but also because, as a coach, we are not intruding with our own ideas. When we impose our ideas, the recipient of these ideas must acknowledge these ideas and find something good about them, so that our feelings aren’t hurt. Furthermore, if we have been particularly helpful (in terms of giving our client considerable time and attention), then our client must reciprocate by finding some way to make use of these ideas (even if it means that the solution is unsuccessful). All of this distracts our client from the real task at hand, which is to find a solution to their convening problem, not to the newly created problem of making us feel good about our assistance.
The coaching process we have just outlined is simple, straightforward, and often a valuable tool for a coach who works in an organizational setting or for someone who is coaching themselves. It all goes back to the basic engagement of all three domains. Ultimately, our perspectives and practices as contributing members of an organization should incorporate and move through all three domains, whether we are burning with Ruby Red fire, gazing at an Azure Blue sky, or shining Golden Yellow light on reality. Furthermore, we must find ways to be valuable contributors, whether the burning, gazing, and shining occur inside or outside the tent.
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