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How are you growing as a coach?

Presented by Professor David Clutterbuck


Coach maturity: An emerging concept

Maturity is about mindset, not age or seniority


What mindset do you observe in the best coach you know (who may be yourself!)?


Evolution of coach maturity

Coaching approach Style Critical questions

Models-based Control How do I take them where I think they need to go? How do I adapt my technique or model to this circumstance?

Process-based Contain How do I give enough control to the client and still retain a purposeful conversation? What’s the best way to apply my process in this instance?

Philosophy-based Facilitate What can I do to help the client do this for themselves? How do I contextualise the client’s issue within the perspective of my philosophy or discipline?

Systemic eclectic Enable Are we both relaxed enough to allow the issue and the solution to emerge in whatever way they will? Do I need to apply any techniques or processes at all? If I do, what does the client context tell me about how to select from the wide choice available to me?


Systemic eclectics

• Have immense calm • Use tools subtly and seamlessly within the conversation. • Steer with only the lightest of touches • Understanding a technique, model or process in terms of its

origins within an original philosophy • Use experimentation and reflexive learning • Use peers and supervisors to challenge their coaching philosophy • Take a systemic and holistic view of the client and the client’s

environment; and of the coaching relationship


What do mature coaches take into consideration in working with clients?


Mature coaches reflect deeply on:

• Personal philosophy of coaching • Understanding of the business context • Freedom from the tyranny of the question • How they use supervision • How they maintain professional development – and can

demonstrate how your have applied learning • How they identify and manage boundaries • Their personal journey as a coach • What kind of clients and situations they work best with • What makes a fully functioning individual • What makes an effective organisation

William R Torbert. The Power of Balance. Sage, Newbury Park, CA.


Torbert’s maturity model

• Opportunist • Diplomat • Technician • Achiever • Strategist • Magician • Ironist

William R Torbert. The Power of Balance. Sage, Newbury Park, CA.


Kegan's model

Stage 0: Incorporative stage ‒ Subject: reflexes

Stage 1: Impulsive stage ‒ Subject: impulses, perceptions

Stage 2: Imperial stage ‒ Subject: needs, interests, desires

Stage 3: Interpersonal stage ‒ Subject: interpersonal relationships, mutuality

Stage 4: Institutional stage ‒ Subject: authorship, identity, ideology

Stage 5: Inter-individual stage ‒ Subject: "the interpenetrability of self-systems"


The summitless mountain


The seven conversations


Conversation One

Coach’s reflection on: • Context • Avoidance • Attitude


Conversation Two

Client’s reflection on: • Learning • Needs • Attitudes and motivations


Conversation Three

Shifting focus between being inner-directed and outer-directed


Conversation Four

Allowing the dialogue to happen


Conversation Five

Helping the client develop their own skills of self-observation


Conversation Six

For the coach: • How did I help? • What choices did I make? • What did I learn? • What concerns do I have?


Conversation Seven

Client’s: • Learning • Intention • Processes and Behaviours


When to use the seven conversations

• When the coach feels in some way inadequate or that they have “failed” the client

• When the client procrastinates constantly, leaving the coach frustrated • When the coach feels too close (intimate), or too distant from the client • When the coach has a sense that there are unidentified others in the room • When conversations are repeated, with no sense of significant progress in the

client’s thinking or behaviour • When the coach simply has the intuition that they are “missing something

important” in the conversation or the relationship • When the coach feels there is a moment (or longer) of disconnect in the

conversation but can’t pin down what was occurring


Attentiveness v reflection in action


Contextual factors in conversation

• Atmosphere: temperature, bright/dull, colour • Flow: pace, energy, direction, purposefulness • Efficacy: what changed or what foundations were laid for change? • Openness: self-honesty, instinctive responses, body language • Identity: self-awareness, authenticity, awareness of perceptions by others • Ownership: coach directed, client directed, jointly owned, jointly disowned • Creative thinking: multi-perspective, constrained/unconstrained • Attentiveness: awareness of nuance, unspoken meaning, unspoken

communication, being “with” or “holding” the client • Focus: convex or concave (i.e. were we focusing in on a very specific theme or

widening out and more discursive; or moving backwards and forwards between these foci?)


Linguistic content

• What words or phrases captured your attention then? • With the attentiveness of recollection, what words or

phrases capture your attention now? • Do these words or phrases echo those from previous

coaching conversations with this client? (Or ‒ often even more revealing ‒ with another client?)

• What makes these significant for you? • What makes them significant for the client? • Is the client aware of this significance?


How might you use the seven conversations in supervision?

How are you growing as a coach? - ICF Lithuania › wp-content › uploads › 2011 › 10 ›...

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