It would seem that a dialogue regarding these results is warrented — especially given the recent emphasis on mentoring and supervision in the field of professional coaching. [see Issue Six of The Future of Coaching locating in this library: the Library of Professional Coaching] Who does the mentoring and supervision? Do we need to re-examine the reasons why some coaches agree to work with other coaches on their development? What are the reasons that some coaches want to remain independent and autonomous in their work? If coaches feel confident in their own work, finding little difficulty in working with clients, and do not need much assistance from other professionals, then why is there any concern about and interest in either mentoring or supervision?
The Bridge: Collaborative Coaching Inquiry
We concluded the first article by turning to one item that yielded relatively low mean scores and high variance: “How much precision, subtlety and finesse have you attained in your coaching work?” This is an item that might be very hard for any of us to answer. I suggested that it is 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. The same might be the case with regard to one’s own confidence as a guide for other coaches: “who am I to tell anyone how to be an effective coach?” It might be particularly challenging to be a guide if professional coaching is indeed an art form requring precision, subtelty and finesse. At the very least, I would suggest, the challenge of developing oneself continually as a coach with precision, subtley and finess involves collaboration and dialogue.Download Article 1K Club