In order to do this slow thinking, do we need a strong theoretical base on which to base our reflections and reconsideration? Do we need a set of coaching strategies in our “hip pocket” that we can pull out when engaging in slow thinking? Should our tool bag of coaching techniques be full, so that we don’t always have to view our client’s challenges from the perspective of the few coaching tools and techniques that we have in our bag. Do we need to be cautious about treating everything as a “nail” because all we have is a “hammer”? As we go about inviting our clients to rethink and re-envision, do we also, as coaches, have to rethink and re-envision? Are the coach training programs we now offer in our field and the criteria we use to certify coaches need to be reconsidered? Do we need a greater emphasis on the “hard” skills and knowledge of coaching—and perhaps less of an emphasis on the “soft” skills and knowledge?
All of this is based on the assumption that results from these two surveys indicate that something more is needed (relatively speaking) rather than the possibility that these “hard” skills and knowledge are identified as less important for respondents to our surveys. At the very least, the high variance scores indicate that the presence and value of a theoretical foundation and coaching techniques and strategies is a bit controversial right now and perhaps can be a future source of valuable dialogue within the coaching profession.
The Bridge: Subtle Coaching
We conclude this initial analysis by turning to one other item (from question two) that yielded relatively low mean scores and high variance: “How much precision, subtlety and finesse have you attained in your coaching work?” This is another of the items that might be very hard for any of us to answer. It is perhaps ironic that the answer any of us might give regarding the precision, subtlety and finesse required to be an effective coach will itself have to be precise, subtle and finessed. It would be hard to measure our own competence by clicking on a bullet point. Our answer might vary between clients, or even from one specific coaching episode to another. This is perhaps what makes effective coaching more of an art form than a scientific formula.
I would suggest that the finesse, subtlety and precision needed to be an effective coach requires a bridging between fast and slow thinking — and a mastery of the tactics and strategies of coaching, based on a strong foundation of coaching theory. All of this alongside the competencies that virtually all of our respondents considered important: the authenticity, empathy and other “soft” skills and knowledge of coaching. I anticipate that we will be more fully informed about these complex coaching dynamics as a result of our further exploration and analysis of results from our two Development of Coaching Surveys.
___________
