CASE STUDY SUBLIMINAL COACHING (BEING COACHED WITHOUT HAVING STARTED COACHING)

 

CLIENT

Over a series of meetings the client was always talking about coaching, the need for coaching, the value of coaching and being too busy for coaching. They were procrastinating and ironically engaged in a meta-conversation (being coached about their feelings toward being coached) without realising it.

SESSIONS

In this unusual scenario there were a series of email and meeting to discuss coaching, and indeed a contract for coaching, but no session with an agreed goal or objective. The sessions would begin with conversation, which is a usual approach to rapport and understanding recent events, what's on the clients' mind and some useful context to the coaching topic or theme.

However the conversation would ebb and flow, and meander, without there ever being an expressed aim or intent. As a coach I allowed this to happen, on the basis it is the client's time, priority and direction and although I might intervene with observations like "That would be a great topic to explore in a coaching conversation" the client would not take the bait and it isn't for me as the coach to force the topic or the timing.

Notwithstanding this the conversations were relevant to the clients state of mind, ambition and reflection as they pondered on recent events and how they felt about them. At times it was like friends having a chat, albiet that as a coach I consciously took a more listening, empathetic and curious approach to the conversation rather than joining in with my own experience or advice.

The client spoke of his sense of belonging, freedom and connected-ness in some group situations and the opposite in others. The former being substantially informal and educational (encouraging ideas and discussion in a safe environment) whereas the latter being professional (where comments tend to be evaluated and judged).  This pattern, albeit in different forms and stories, appeared to repeat itself over a series of on-line meetings.

The client mentioned having read the book "From Contempt to Curiosity: Creating the Conditions for Groups to Collaborate Using Clean Language and Systemic Modelling" by Caitlin Walker. This was an insight to what may be on their mind.

We did discuss TA in the context of a conversation about cliques, out-groups and being patronised.

Transactional analysis - is a psychoanalytic theory and method of therapy wherein social transactions are analyzed to determine the ego state of the communicator (whether parent-like, childlike, or adult-like) as a basis for understanding behavior

The discussion of belonging, trust and ability to speak freely in a non-professional environment and the feeling of being judged or in an out-group in a professional environment caused me to think about team dynamics, belonging, affiliation and Adult Attachment

Adult Attachment theory is used to categorize adults’ state of mind with respect to attachments. The classifications are secure-autonomous (F), dismissing (D), preoccupied (E), and disoriented/ disorganized (U/d).

This thinking affected my choice in response, borne out of curiosity but it did not crystallise into an agreed theme or topic of conversation. We did not, for example, specifically discuss "belonging" or "attachement". My preference being that it should be client who chooses what to explore and what labels to attach to their thoughts and feelings.

The client is hoping to start coaching soon...when things are less busy.

My view is that the client is not yet ready, or perhaps that I am not the right coach for them. Either way it does not seem to be that we have found the circumstances to move from discussing coaching to doing coaching and pushing the client when they are not ready does not seem helpful.

REFLECTIONS

I suspect there may be some questions about drawing observations and conclusions from the pre-coaching dialogue which may appear judgemental (in so far as they are in the mind of the coach rather than the client) and therefore contrary to the coaching philosophy which is non-judgemental.

The fact that the client does attend meetings, and does talk, often for a full hour, is evidential that they are getting something from the conversation. Otherwise of course they would simply send a cancellation by email.

This is not coaching in the conventional sense of GROW. Nonetheless there has been coaching, since there has been conversation, reflection, evaluation by the client about their circumstance, the meaning and value behind their relationships and their aim from coaching.

The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members. GROW is an acronym that stands for: Goal. Current Reality. Options (or Obstacles).

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 SMALL BUSINESS ENTREPRENEUR SEEKING TO CHANGE THE WORLD

CLIENT

Over a series of meetings the client, a small business entrepreneur, was considering their products, services and business. The coaching was therefore partially about plans, operations, ambitions, approaches and goals. However all entrepreneur's have a bit of themselves invested in their business. Something of their personality, traits, hope, fears, virtues and vices and coaching will very often touch upon personal issues, past experiences and future ambitions.

SESSIONS

The small business entrepreneur has a successful and growing business that may be described as social enterprise given the focus in helping people in crisis and addressing very sensitive issues. There was a blend of hard-nosed business focus to set and meet goals as well as an emotional understanding and empathy for the  entrepreneur and the community that they are seeking to support.

The sessions explored products and markets, clients and consumers from a business perspective, but also as vulnerable people with needs for communication, support and understanding. Coaching talked about 'imperfect leadership' and the concept of having to help yourself before you can help others (Example putting on a mask or protective gear in order to better serve and support others.)

We discussed different ways of employing, engaging and remunerating people. And the different ways of licensing and product production. This looks at the short-term (kitchen table pick-and-pack) as well as warehouse and outsource. We also looked at what can quickly and easily be scaled. All the time reflecting back, how can this be done in a way that is consistent with the value and social purpose of the organisation.

The sessions explored the differences between clients (who sponsor or buy services), customers (who demand, need, want services) and consumers (who use, take-up, use-up services). The discussions reflected on their different needs and how best to communicate and serve them in a way that is supportive and sustainable. We explored a variety of products, tools, and pricing for each stakeholder group and how these ay be organised in a coherent way that can be funded and functional as a successful business providing a valued service.

Given the business aspect we talked about various models including LEAN-Canvas, MVP, Sprint, Agile, Prototyping. But we also touched upon the clients personal issues, past experiences and future ambitions which are the blueprint for the organisation and the meaning behind the artefacts.

REFLECTIONS

The sessions were a mix of coaching and mentoring. They explored the meaning and purpose of then business as well as the experience drive and ambition of the client. The sessions were conversational and active with provoking models, ideas and reflecting on what has been tried in the past and aimed for in the future.

This was business coaching, a mix of person, role and organisation and understanding how each has implications for the other. I found myself particularly drawn to the book Executive Coaching: Systems-Psychodynamic Perspective by Halina Brunning

In coaching it is important to understand the Person, Role and System

You should consider;
The clients personality;
The clients life story;
The clients skills, competencies, abilities and talents;
Their aspirations, progression and future aim;
Their workplace and environment in which they perform;
Their current organisational role.

Reference http://www.brunningonline.net/halina/coaching.html

I found the balance of business and personal exploration compelling, and the person and business social enterprise interesting and rewarding to explore. Perhaps because as a coach I too am a small business entrepreneur seeking to change the world. It is therefore interesting to consider transference, counter-transference and collusion in the client and coaching relationship.

In a coaching context, transference refers to redirection of a client's feelings for a person or situation to the coach.  Countertransference is defined as redirection of a coach's feelings toward a client, or more generally, as a coach's emotional engagement with a client or their pursuit.

Read more
Transference vs. Countertransference: What’s the big deal?
https://www.therapistdevelopmentcenter.com/blog/transference-vs-countertransference-whats-the-big-deal/
https://www.healthline.com/health/mental-health/transference#takeaway

In this case I am a coach / mentor and not a business advisor, colleague or friend. Although I like the client and the business and their combined purpose I am not overly invested or blinded in a way that would undermine the client / coach relationship.

COACHING STYLE

There are various coaching styles, four of which are as summarised in the right side-bar [1] Person-centered coaching, [2] Psychodynamic coaching, [3] Behavioral coaching [4] Existential coaching

My approach is to use all of these in different measures to suit many clients with diverging needs in a variety of circumstances. I see these as resources, tools and approaches to be selected for the particular person, need or task. As such my coaching can be very different and does not always contain itself within one 'school' or approach.

I am not adverse to offering resources, guides, reading, models, insights, homework, questionnaires, assessments where these can help provoke awareness, provide resources, create options or choice. These are are open to the client to explore. They do not constitute advice, recommendations, or prescriptions.  Coaching is not magic and there should be no mystery. My approach is always to offer the client whatever resources and support may be useful to them. Sometimes that is just listening.

I have written about various styles here https://adaptcoaching.blogspot.com/

No1 Psychodynamic https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no1.html
No2 Cognitive https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no2.html
No3 Solution Focused https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no3.html
No4 Person Centered Approach https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no4.html
No5 Gestalt https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no5.html
No6 Existential Coaching https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no6.html
No7 Ontological Coaching https://adaptcoaching.blogspot.com/2020/08/different-approaches-to-coaching-no7.html

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 INFLUENCING OR PERSUADING IN RELATION TO COVID VACCINE

 

CLIENT

The client wanted their parents to have the COVID vaccine, but felt that their parents were hesitant. The client wanted to explore ways of influencing or persuading without the topic becoming heated, or indeed provoking an opposing response.

SESSIONS

The session explored the parent and child relationship and the adult to adult relationship and how conversations could be very different in mode 1 (parent and child relationship) compared to mode 2 (adult to adult relationship). This lead to an exploration of how to set-up the best mode for this type of conversation.

There was also an exploration of the thinking and feeling differences between people and whether influencing or persuading should be based on logic (facts) or emotion (feelings) and indeed whether it should be PUSH (you should, you must) or PULL (what do you think if, what do you think of).

There was also discussion of the risks/reward pay-off and whether the motivation might be carrot (we can travel to places with a vaccine) or stick (not having the vaccine is a high risk)

This combination of relationship modes, thinking and feeling, carrot and stick, PUSH (telling) and PULL (asking) provided a complex and rich combination of options and approachs which offered the client choice and flexibility. This made the feel far more confident about how to approach the future conversation.
 
REFLECTIONS

The session was a client-lead Carl Rogers style coaching with the work, thinking and outcomes coming from the client based on occasional questions and curiosity from the coach. This was less about how to win an argument, and more about having many options available when going into a discussion. The client was very happy having explored different strategies and thinking about what combinations would work best for them in this scenario.

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 IDEAS TO SUPPORT MOTIVATION AND PRODUCTIVITY IN A VOLUNTARY GROUP

 

CLIENT

The client is a leader of a voluntary group and looking for ways to inspire and motivate the team who are sometimes less enthusiastic about the mundane but necessary admin tasks, or who perhaps need support in making jobs simpler and faster to get done.

SESSIONS

The session explored the challenges of leading volunteers and the potential difference between what they enjoy doing (why they volunteered) and what needs doing (to keep the organisation going.)

We discussed the time, talent and interests of individuals and how we might better align them to tasks, and perhaps how to make takes simpler (with technology and templates) and easier (with support and guidance) and indeed how to prioritise (do, ditch, delegate or delay)

We talked about what the issues may be and came up with 3 broad themes: {1} a lack of umph, drive or passion {2} a lack of skill or experience {3} the challenge of priority and time management, getting tasks done.

We talked about how to ensure that there were fun tasks to maintain interest, enthusiasm and engagement to off-set the occasional but necessary dull tasks, and ways to share work and reward success, effort and tasks done. We explored the idea that at least 33% of the task need to be "fun" to sustain the drive for the 66% of tasks that are necessary.

We talked about how aa pile of tasks (Example say 52 tasks to be done in a year) can be daunting, but one per week, can see simple and achievable and therefore the need to package work into doable chunks that do not seem too difficult or overwhelming. We noted doing small tasks first can create a positive snowball effect of confidence, progress and commitment.

We talked about recruitment helping to share the load, and also recruitment to bring friends into the organisation and therefore making things fun to do (because you are doing the tasks with friends). This lead to a useful conversation about streamlining and improving the recruitment and on-boarding process.

We also discussed the importance of communication. {push communication}  sending things out and {pull communication} making things available to look-up, download or refer to. The aim being to standardise and simplify communication so that is is simple, clear, predictable and useful rather than simply overwhelming.

We noted that good communication is clear, concise, relevant, accurate, timely, efficient, relevant and reducing the volume and adding the quality of communication may help with coordination, collaboration and community. For example a weekly newsletter may be better than 20 separate emails. For example routing all communications via a coordinator may help with feedback and consensus.
 
REFLECTIONS

The session was a conversational coaching session drawing out possible issues and different means to address them. The session followed the agenda and priorities of the client, albeit with questions from the coach to gain understanding of the issues and elicit possible options for the client to consider what may be suitable, feasible and acceptable for the voluntary group.

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