CASE STUDY IDEAS TO IMPROVE CREDIBILITY AND INFLUENCE

CLIENT

The client wanted to explore ideas to improve credibility and influence in their role.

SESSIONS

The session explored the context and why they wanted to explore ideas to improve credibility and influence. It also inquired about evdence: "What is an example of..." and "How will you know..." to understand what the issue looks like, and what success would look like, ostensibly as objective measure of success for reflective practice.

The client shared their observations on what others did to demonstrate credibility and influence, and their skills, experience, attributes, behaviours. They compared this to their themseles. The coach and client explored what seemed to work and what didn't and the different strengths and weaknesses of others' approach and the clients - noting some of the key unique strengths (skills, experience, qualification, data) that the client had which others did not.

The unique strengths that the client had (but had not previously appreciated) provoked some awareness of opportunities. The coaching conversation moved on to the topic of meetings as a key forum for influence and explored what happens a. before, b. during and c. after meetings and what opportunities may exist to improve credibility and influence at each step. This identified opportunities for 1. circulating data ahead of the meeting, 2. having one-to-one pre-meetings, 3. managing the contents tone and direction of the meeting (by speaking first) or 4. managing the conclusion taking on-board everything said (by speaking last) each of which was explored for pros and cons and how that might be helpful.

This lead naturally to a conversation about the decision process or path: the sequence of events and time-frame in which decisions get made. The client realised that they did indeed have influence when they considered the process and time-frame. They had not previously considered the impact of their contributions.  

This opened up a new dialogue about the sequence of events and time-frame in which decisions get made and how they may exert greater influence and demonstrate credibility. We briefly explored MBTI / DISC personality types and the learning and thinking preferences of each, and the impact of this on influence and persuasion.

REFLECTIONS

The session was a textbook approach of person-centred coaching, aided by the knowledge and self awareness of the client with only minor prompting and questions from the coach to open up areas that the client had already identified, but not yet fully considered or employed. The session reflected all the skills, resources and knowledge that the client already had, but provided a forum both to consider them more carefully, but also a 'call to action' to start using the ideas and employ reflective practice to gauge their success.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

The article below provides some context to the coaching style adopted.
https://adaptcoaching.blogspot.com/2021/03/finding-your-own-coaching-style.html

CASE STUDY FEELING ANXIOUS ABOUT A JOB INTERVIEW

CLIENT

The client was feeling anxious about a job interview.

SESSIONS

The session explored feelings of guilt, anxiety and excitement associated with potentially leaving their old role and starting a new one. Through inquiry each feeling was discussed in a mix of both rational argument and emotional feeling. This surfaced further feelings about readiness, competency, ability each of which was probed along the lines 'How would you know?' or 'Who would be the best judge?' .

There was a repeated discussion about factors that were pushing or pulling the client in one direction or another.  These factors included logical, emotional, carear, family, stability, opportunity and ambition considerations. The client articulated a clear plan of preparation and readiness for the job interview, and indeed the evaluation criteria for accepting or rejecting the role.

By splitting the events into a sequence of 1. before interview, 2. after interview and 3. making decision, it became clear that not withstanding their apprehension about  the job interview, the anxiety was linked to the decision. 

The coach invited the client to think about 'What would it be like going into the interview knowing that you are going to reject the role?' . The client immediately felt relieved understanding that they could make 'decline' the default option. This appeared to remove all the anxiety, leaving the possibility of accepting the role, but with no assumption (and therefore pressure) that this was inevitable.

The client later wrote a Thank You by email: Thanks again for today’s session.... It’s helped me so much, I already feel much lighter 

REFLECTIONS

The session certainly removed the clients present anxiety. There may yet be a challenge if they are offered the role and need to make a decision, but there is merit in "Don't cross your bridges before you come to them" (Don't worry about problems before they arrive.) and the session put the client in a better frame of mind for the next two steps, which may indeed help calm clarity for the third step should it ever come to that.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

The article below provides some context to the coaching style adopted.

FINDING YOUR OWN COACHING STYLE

https://adaptcoaching.blogspot.com/2021/03/finding-your-own-coaching-style.html

CASE STUDY CONTENT FREE COACHING

CLIENT

The client was feeling stuck or uncertain about their job and future and was deliberating whether to return to their home country and the pros and cons and life choices that might go with staying or returning.

SESSIONS

In the first session after some initial discussion which seemed somewhat circular and repetitive the coach asked the client if they had a pen and paper. The client accepted the invitation to privately draw on the paper how they felt now. This was unseen by the coach, and allowed the client to draw anything at all in the full knowledge that nobody except them would see what presented itself on the paper as a representation of how they felt. 

The coach, not knowing what has been drawn or why, simply asked, "Moving forward what is the next drawing?" The client the drew on the paper whilst the coach remained silent and supportive, giving them all the time that the client needed. Finally, the coach said, "And what's next?". The third drawing, still unseen by the coach provoked a surprised response in the client. They acknowledged their surprise, saying that they were unaware of those thoughts.

REFLECTIONS

The session  certainly provoked awareness in the client.  On the one hand the session might be regarded as very directive by the coach since they did suggest the idea of drawing and prompt the client three times to draw something, ostensibly in a sequence. However the session was content free and agnostic in-so-far-as the client was at liberty to draw anything at all and the coach would never see. Any interpretation or meaning would be that of the client not the coach. 

The use of three drawings was based on the observation of the client by the coach, seeing if the drawing had evoked anything and watching their mannerisms as they were drawing. Like the 5 Whys (see below) this approach was calibrated to deepen and explore the clients thinking and not 'let them off the hook' meaning that the coach and client did not stop at the presenting problem or initial drawing, but did roll through a sequence. 

Whether the sequence was forward (projecting into the future) or backward (reflecting into the past) or indeed pursuing one path as opposed to another is known only to the client. However this seems entirely appropriate for client-centred coaching where the coach is there only to create the supprtive environment for the client to explore and resolve their thoughts and feelings.

THE 5 WHYS

Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?". Each answer forms the basis of the next question. 

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

The article below provides some context to the coaching style adopted.

FINDING YOUR OWN COACHING STYLE

https://adaptcoaching.blogspot.com/2021/03/finding-your-own-coaching-style.html

CASE STUDY SHOULD I STAY OR SHOULD I GO?

CLIENT

The client was very loyal and passionate about their profession, colleagues and clients, but had philosophical differences with their employer. They had an option to pursue a different role in a different organisation (albeit in a similar profession / context) but each option presented different challenges and opportunities.

SESSIONS

The initial coaching conversation provided an introduction and context. Later client was invited to make the summary case for each option. It quickly became manifest from the summary that they had a very strong preference for one option over another, but which until that moment they had not consciously accepted. The client had started the conversation with a dilema over two options, but but ended it as a foregone conclusion. A subsequent coaching conversation further explored the implications of the choice, which later become a decision.

REFLECTIONS

The coaching conversation is often about creating a safe space and being a sounding board for the client to think, reflect, challenge and rehearse. It does not have to be goal orientated to be useful. In this context it was about facilitating a process. Beyond that the client was capable of the next steps without further assistance from the coach.

The client later offered the following testimony feedback

I have really enjoyed working with Tim for a few sessions. After the chaotic 2020 we have all experienced, the thoughts in my head felt like the insides of a tumble dryer. I knew I had the solutions for some of the challenges I was experiencing, I just couldn’t tease them out. Speaking with Tim helped me to unravel some of the strands of my thinking and follow them through to identify several potential options as well as talk through the role I play in each scenario. Having someone listen without judgement and ask inciteful questions was invaluable at the time that I needed it the most. I have recommended him to others.
 
IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY WHAT CAREER DO I WANT?

CLIENT

The client had three career paths available to them. The first was secure, interesting and rewarding, but only part-time. The second was based on a lifetime and family interest with potential for income. The third was based on a technical skill which was financially rewarding but less compelling as a long-term option. The coaching conversation centred around these options and the lifestyle implications, issues and opportunities arising from each and/or a blend of these.

SESSIONS

At first the coaching conversation followed the clients past, interests and background and the context in which the options were being considered.

The coach tentatively offered that the coach for the exercise may be to make a decision but it became clear that there was no pressing timescale for a decision and indeed the options were not exclusionary (only one option). The coaching conversation therefore was an exploration of options and the clients feeling for each (confidence, capacity, drive, desire) rather than toward any specific conclusion or selection.

The second coaching conversation followed some recent changes at work which favoured one option over another, but again with no requirement to make any specific commitment. The coaching conversation therefore focussed on the future rather than the "hear and now" with a view to exploring an ideal future for which steps could be made without compromise to the existing situation.

REFLECTIONS

The coaching conversation about the clients past, interests and background drew the coach to want to take a psychoanalytical approach with considerable curiosity to the experience and motivations of the client. However this urge was resisted in favour of a client-centred approach.

In the psychoanalytic approach, the focus is on the unconscious mind rather than the conscious mind. It is built on the foundational idea that your behavior is determined by experiences from your past that are lodged in your unconscious mind.

The client-centered approach focuses on providing unconditional positive regard, empathy, and genuine support in order to help the client reach a more congruent view of herself. This means letting the client set the agenda, scope, direction and outcomes rather than the coach be the expert/teacher/doctor with the client being the student/candidate/patient.

It was the coaches view that the psychoanalytical approach would be interesting for the coach, but the client-centered approach more useful for the client.

For the coach the coaching conversation represents an open dialogue which is supportive for the client. An explanation may help: If two friends trust each other they may well seek each others counsel and explore thoughts and feelings, and well as exchange ideas and experiences. This does not "end" as soon as one person feels better about something that vexes or intrigues them. The relationship is still there and a resource which may be called upon again and again but without committent, obligation or a schedule.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY CAREER CROSSROADS

CLIENT

The client felt torn between their existing role which brought with it some frustrations, a potential future role which brought opportunity but also lifestyle compromises and other factors affecting the ambition and evaluation of choices.

SESSIONS

The sessions were broadly person-centred coaching without specific life, career or other "goals", but instead the clients exploration of thoughts, feelings, options and possibilities in relation to their role, career and the balance against other priorities including family and personal time.  

The sessions were more experiential rather than classic person-centred coaching (ref Ewan Gillon 2007 Pages 45,48,49,59,60) ie rather than simply listen to the client and reflect by repetition or rephrasing to play-back what was said the coach more actively inquired, probed and explored area that seemed significant based in the clients choice of words and emphasis.

The first session was effectively an exploration of "what am I now and what are the possibilities" without any evaluation of options. The second session was more focussed on what outcome(s) the client valued, with this then becoming the criteria against which possibilities might be evaluated.

One element of the discussion put forward the hypothetical proposition that the client might have to jars (Option A and Option B) which they filled with marbles based on their daily experience and that this process, will over time, inform them of which may be the better option. This is an example of the coach offering a resource (tool, framework, model) but not being directive (whether they should actually do this) or presumptive (what the outcome might be). This there for was not non-directive in-so-far-as the coach did introduce a concept, but was non-directive in-so-far-as the client was free to adopt or reject the idea and at no point was their presumption on what the marbles "meant" or which jar might become more full.

In this content the marbles are a metaphor and the coaching is content free because the client can keep secret the "meaning" from the coach and thus the coaches focus is upon the process and not on the hidden meaning which is confidential to the client. This appears to offer some psychological safety and thus allow more confidence in the client.

It was in fact the client who put meaning to what the marbles might measure and which they institutionally felt would become full thus evoking awareness without them having to articulate which option might be better for them.

The coach emphasis is in supporting the client to help themselves and therefore the emphasis is not wholly on the actions of the coach or indeed the dialogue but instead upon the client and their resources. In that context the second session was followed-up my email as follows.

Here is some stuff to explore…..

PSYCHOMETRIC TESTING
-----------------------------
In the article below, look at the OCEAN and IKIGAI elements

UNDERSTANDING YOURSELF IS THE FIRST STEP TO UNDERSTANDING WHAT YOU CAN DO IN THE WORLD
https://adaptcoaching.blogspot.com/2021/01/understanding-yourself-is-first-step-to.html

FLOW
-----------------------------
The following is an extract from another blog..

When we talk about Capacity and Pace we might think of the concept of "flow". A flow state, also known colloquially as being in the zone, is the mental state in which a person performing some activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. Our aim should be to create this zone of performance. Schaffer (2013) proposed seven flow conditions:

Knowing what to do
Knowing how to do it
Knowing how well you are doing
Knowing where to go (if navigation is involved)
High perceived challenges
High perceived skills
Freedom from distractions
There are a number of models, references and lists here which may be useful for discussion and diagnosis

What might be a solution or how to find it:

The answer may be different for any organisation or circumstances so it would be wrong to declare “this is the answer “. The above gives us plenty with which to work but instinctively some useful steps may be as follows...

Identify and remove distractions
Focus and nurture competence, capacity, drive and desire
Improve team effectiveness using the 5Cs above
Create the conditions of "flow" by alignment of corporate and personal goals, technical training and performance coaching

Useful Reference: https://en.wikipedia.org/wiki/Flow_(psychology)

THE JAR OF LIFE
-----------------------------
A variation on the 'good day' and 'bad day' jars for your marbles

A Valuable Lesson For A Happier Life
https://www.youtube.com/watch?v=SqGRnlXplx0

The client seemed satisfied with this as subsequently wrote  "Sorry for being so quiet. Ive been super busy at work! I think im good  for the moment. Your sessions were really eye opening.  Could i get in touch again in the future?"
 
REFLECTIONS

It would have been interesting to have more coaching sessions to find out the outcome of the coaching however the open-ended arrangement, effectively drop-in or on-demand coaching means there is no extended commitment, for example a package of 5, 10 or even 15 sessions and the client is free to continue, pause, restart or stop whenever feels right for them.

Whilst this arrangement may not suit the coach financially, not satisfy the coaches curiosity as regards outcome it does feel right to offer the freedom and choice to the client.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY BUSINESS START-UP

CASE STUDY BUSINESS START-UP

CLIENT

The client was an entrepreneur looking to develop a business and an App.

SESSIONS

The sessions explored the business strategy (product and market) and the App development (form, function, development)
 
REFLECTIONS

The sessions at times were a little like mentoring rather than coaching in-so-far-as the coach shared some models and thinking for the client to consider, including for example LEAN Canvas as a tool (and others) to map the business and App proposition.  Arguably this is still coaching because they were empty frameworks for the client to experiment with and not a prescription nor recommendation.

LEAN Canvas
https://medium.com/@steve_mullen/an-introduction-to-lean-canvas-5c17c469d3e0

The sessions were not prescriptive nor targeted but a space for the client to run through their thinking and explore possibilities without fear of commercial risk or disclosure.

COACHING V MENTORING

Mentoring is when a senior colleague, seen as more knowledgeable and worldly wise gives advice and provides a role model. Mentoring involves wide ranging discussions that may not be limited to the work context. A mentor is a sponsor with great professional experience in their client’s field of work. Both mentoring and coaching are concerned mainly with achievements in the present and the future.

Coaching has been defined in many ways. The essence of coaching is:To help a person change in the way they wish and helping them go in the direction they want to go;  Coaching supports a person at every level in becoming who they want to be; Coaching builds awareness empowers choice and leads to change. It unlocks a person’s potential to maximise their performance. Coaching helps them to learn rather than teaching them.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY MOTIVATION

CLIENT

The client felt difficulties with motivation.

SESSIONS

The first session explored context, circumstances , thoughts and feelings but was not conclusive on the nature or source of the feeling, nor how to resolve. There followed two other sessions where we explored work-life balance and looked at the "wheel of life" examining satisfaction in various areas.

Wheel of life example
https://codescale.files.wordpress.com/2017/04/examplewheeloflife.png
 
Between coaching sessions the coach offered links to an MBTI self-assessment which the client may find interesting and potentially thought provoking when considering how different personality types are motivated.

MBTI self-assessment
https://www.16personalities.com/personality-types

The client then reported  breakthrough by email and that they had identified and resolved the motivation problem. There followed one more coaching session after which the client was happy to conclude the coaching sessions.
 
REFLECTIONS

The coach felt some anxiety when the motivation problem persisted past two coaching sessions and worried that they had not resolved the problem.

With hindsight it is not the coaches responsibility to resolve the problem, and the fact that it took more sessions is acceptable provided that it is OK with the client. The sessions must progress in the direction and at the pace of the clients wishes.

The coach however did seek to provoke awareness by personal self discovery (via Wheel of life example and MBTI self-assessment). This seems within the boundaries of coaching since the invitation is for the client to consider something rather than a direction by the coach. This is consistent with Carl Rogers assumption that it is the client who has the solution within them.

A key revelation is that sometimes the Aha! moment happens outside the coaching session and sometimes it may be as a direct or indirect result of coaching, or something that the client discovered for themselves.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY STRUCTURAL REORGANISATION

CLIENT

The client had been appointed into a new role, with a new reporting line and sought to use coaching as an opportunity to think about the role, responsibilities and the challenges and opportunities presented by a structural reorganisation. This then became a series coaching sessions as further structural changes were introduced, new reporting lines (again) and the inevitable sequence of forming, storming, norming as the newly configured teams challenged or accepted the new configurations.
 
SESSIONS

The sessions focussed partly around relationships: dealing with demanding bosses; trying to explain situations and get clear decisions; trying to get consensus on priorities and actions. These sessions generally reviewed some of the internal politics, who said what to whom and why, and rehearsed different scenarios and potential actions.

The sessions also considered the departmental needs, plans and possible approaches to satisfy the organisational expectation and grow the competence, capacity, drive and desire of the team. These sessions generally explored the Pros and Cons of different approaches, necessary measures and the people, process and technology pre-requisite for success.

REFLECTIONS

These sessions sometimes were more like mentoring than coaching in-so-far as some models, ideas and observations were shared. However there was no direction or advice and each session followed the clients agenda and in some respects was an opportunity for the client to let off steam and consider what approaches would be best for them, their team and the organisation.

The sessions were person-centered in-so-far-as there were no specific targets, outputs or outcomes but instead a safe space to think and explore possibilities.

COACHING V MENTORING

Mentoring is when a senior colleague, seen as more knowledgeable and worldly wise gives advice and provides a role model. Mentoring involves wide ranging discussions that may not be limited to the work context. A mentor is a sponsor with great professional experience in their client’s field of work. Both mentoring and coaching are concerned mainly with achievements in the present and the future.

Coaching has been defined in many ways. The essence of coaching is:To help a person change in the way they wish and helping them go in the direction they want to go;  Coaching supports a person at every level in becoming who they want to be; Coaching builds awareness empowers choice and leads to change. It unlocks a person’s potential to maximise their performance. Coaching helps them to learn rather than teaching them.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY WORK IN PROGRESS

CLIENT

The client had a vision for what they wanted to achieve but also found it difficult to think about the next step. They understood a variety of elements with clarity and a series of opportunities, potential interventions, stakeholders and participants. They understood politics, policy, people and were able to talk with passion and pace about each element. The client explained: I would like to work out how to push forward the agenda and respond accordingly but can’t work out a route.
 
CONVERSATION

Whilst the client had an objective for the conversation (I would like to work out how to push forward the agenda) the conversation was quickly a stream of consciousness detailing the Aim and Scope of each element and Pros and Cons of different approaches and a impassioned call to arms for the Vision, Mission and Plans.

SESSION

The coach hesitated to offer a formal structure (eg 4 step plan) with preference to allowing the client to explore their own thoughts, ambitions, and observations. The technical nature of the clients outpouring confined the coach to asking simple questions which might help the client to identify a plan (eg Why is that important? What is the highest priority? What needs to happen first?)

The session which lasted 2 hours explored many elements in great detail, but did not conclude a plan. The coach instead counseled that perhaps having had 2 hours of exploration and explanation it might be best to draw the session to a conclusion and reflect rather than try and produce a plan now.

Unusually the coach, feeling that the session had been inconclusive, followed up with an email.

-------------------------------------------------------------------------

Dear [Name]

You are such a broad thinker and there are so many components to [Topic Area]. As promised here is a "bullet summary" which hopefully is sufficient as a trigger to what was a very broad, complex, conversation about [Log List of Key Elements]

We talked about...[Summary List of Points with Key Words]

Your challenge was very broad, and the elements very diverse, but I hope it was a useful coaching conversation and that this helps.

-------------------------------------------------------------------------

REFLECTIONS

The client valued the opportunity of a sounding-board and to explore their thoughts. They also valued challenges like Why is that important? What is the highest priority? What needs to happen first? since this provided them the opportunity to practice their arguments. It was however a long, complex and challenging conversation which appeared to continually expand rather than draw towards any conclusion, summary or plan. This, and the elapsed time, lead the coach to draw the session to a conclusion.

The coaches feeling is that it is important to let the client take the lead in topic, direction and outcome and whilst the coach is ostensibly responsible toward the session objective [a plan]. If this is not forthcoming within one session it would be wrong to cut-short the clients thinking in pursuit of an output which may be superficial at best if the client has not yet concluded their thinking.

Instead the coach offered a "Thinking Environment" [https://www.timetothink.com/thinking-environment/] and a subsequent email with the hope that these would help the client to come up with their own plan outside the coaching session or seek a future coaching session with the benefit of having now exhausted their exploratory thinking. 

In retrospect some of the language in the email was value-laden and could have been better. For example "broad, complex, conversation" could have been better stated as "broad, interesting, conversation" with the word complex betraying the coaches difficulty in understanding.

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

CASE STUDY NEW JOB

 CLIENT

The client had changed jobs but despite being in the new role for some time still felt  an "odd ball". They liked their role, colleagues and the organisation, but still felt they were "treading in the dark" and this was a "leap" although  they had  "carved out" a role for themselves.

CONVERSATION

We explored some of the clients metaphors, (eg What does "odd ball" mean to you in this context) which provoked some reflection by the client on their past and some of their assumptions of themselves (what do they think) and of others (what do they think others think) about how well they are regarded and fit in. We challenged these with with questions like How do you know? How would anyone else know? and realized that although these feelings were real the assumptions were entirely personal.

SESSION

There was no goal set up-front as an objective for the session. Instead there was an introduction which lead to a conversation that lead to an exploration of what was important to the client. This flow lacked formal structure (eg 4 step plan) but aided rapport because it was a natural deepening of the topic lead by the client (by choice of what to say) and supported by the coach by observations (Why do you mean by..) queries (How long have you been at..) and challenges (How do yor know..)

This however was not person-centered in the Carl Rogers context because the statements by the coach where not simply reflective, but sought to direct the client to their own words, assumptions and evidence as a means to explore and provoke awareness. There was however no prescription by the coach about what to do, instead silence was used  which the client used to fill with their own prognosis and plans.

The session concluded with client stating what they had learned from the process and what they planned to do about it. The session concluded with the coach suggesting that it was up to the client what happens next. That may conclude the coach relationship, or the client might choose to make a future appointment.

REFLECTIONS

The client was very happy with the outcome of the session, although the true value of the coaching will be in the positive outcome(s) for the client, which may or may not follow the session depending on the clients engagement, commitment and subsequent action.

The use of metaphor was particularly useful when presenting a theoretical scenario based on the clients own words (eg ..picked from a line-up..) and inviting the client to comment upon it (eg How could they tell?). However the concept and challenge was originated by the coach, based on what the client said and not by the client.

There is an argument that it would have been better (even if more time consuming) for the client to come to their own conclusions in their own time rather than be provoked into an Aha! moment. However it is important to emphasize that whilst the coach provided a model, the exploration and conclusion was entirely the clients.

The coach was careful to avoid any leading questions, or any specific direction, except to explore more deeply and with greater clarity where the client was going by reference to their expressed thinking and feeling and choice of words to reflect these.

Whilst not squarely person-centered coaching with the client setting the topic, structure, content and outcome, the coach interventions were within the person-centered coaching philosophy in-so-far-as there where not psychoanalytical diagnosis or prognosis not CBT behavioral exploration or prescription, but instead a supportive partnership in conversation.[Merry 1995, Pg7]

IMPORTANT NOTES

The Coach engages in training and continuing education pursuing and/or maintaining ICF (International Coach Federation) credentials. All coaching conversations are confidential and the abbreviated case above has been amended so as to protect the anonymity for the client whilst providing evidence of coaching practice, reflection and learning, for the purposes of ICF education, supervision, or oversight.

All coaching engagements follow ICF Policies and Principles Resources, Terms and Conditions https://www.adaptconsultingcompany.com/coachingtoolkit/client.php

REFERENCES

Invitation to Person-centered Psychology 1995 Book by Tony Merry