Results
We have mentioned that high potential and high performance clients often dwell in the domain of intentions as well as the domain of ideas. This preference often translates into a focus on results. They want to know that they are doing a good job; they want to be able to measure or at least see tangible evidence of their productivity. High performance clients are accustomed to delivering results and to being rewarded (tangibly and intangibly). They are also inclined to savor successful performance for a very short period of time—they soon ask, “What’s next?” An organizational coach might wish to slow down this process and encourage clients to reflect on the reasons for success (the domains of information and ideas), as well as the reason why their performance is being identified as a success by both themselves and the organization (the domain of intentions). Often it is particularly challenging when high performance clients are encouraged to stop for a minute to reflect on what has just occurred. They would rather push forward than look backwards. Under these conditions, the challenge offered by the coach must be matched by support. The coach needs to reassure the client that reflection will benefit future performance and help avoid burn-out.
The high potentials are probably already performing above expectations and are ready to excel in their current job or in a new job. An organizational coach who works with high potential clients must be prepared to focus frequently on the domains of intention and ideas, and on the ways in which intentions are realized through the translation of ideas into actions. As in the case of high performance clients, the high potential clients might be encouraged by their coach to pause for a moment to reflect on the reasons why they are considered to be above-expectation performers. This challenge must be balanced with support from the coach. High potential employees are often worried that they can’t meet the expectations—they might be “found out” and be a disappointment to people they wish to impress. The coach can be supportive by being empathetic, and by assuring these clients that it is common for high potential employees to be concerned about their future performance. In coaching a high potential, the coach must be able to assist this high potential client in facing uncertainty with imagination and best practices.
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