FAQ on coaching

What happens during a coaching session?

You will not be given advice; you will not be given a solution. But I will support you in developing the insights necessary to see options that you were previously unaware of. Your coach will then work with you to develop methods that enable you to build the skill necessary to resolve your challenge or problem yourself.

How long will I need coaching for?

The length of your coaching programme depends on the depth and complexity of the challenges that you wish to work on. A minimum of three months is recommended to develop a new skill such as handling an appraisal constructively or improving time management, for example. A longer period of six months or more would be required to address issues of fundamental change, such as a questioning of your attitudes and values.

How do I know if I’m ready to be coached?

Only you can decide if you are ready to be coached. If you want to change something in your life, to get a new perspective or to develop yourself and are open to new insjghts, feelings and possibilities, coaching might be successful.

How can I measure the success of a coaching intervention?

There are several ways of measuring such success.

I might encourage you to do a 360° appraisal at the start of the coaching. Through this appraisal, you will get a grounded view of how you are perceived and experienced by your supervisors, peers and clients. You can also identify, with my support, additional development areas to work on. You can then do the same 360° appraisal at the end of the coaching to find out if other people have noticed a change and how they feel about this.

What is your code of ethics as a coach?

I am a member of the BSO and subscribe to its code of ethics. Specifically, I take respect, multipartial empathy and confidentiality extremely seriously.

Who are usually your clients?

Although it is usually organisations that hire me as a coach, I consider my primary clients to be my coachees. Expectations of the organisation, such as the assessment of success, I always clarify, especially with regard to confidentiality.

What would make a coach turn down a coaching assignment?

I might turn down an assignment if

  • the coachee is not ready for or open to coaching,
  • the organisation expects an inappropriate level of disclosure with regard to the coachee, or
  • the organisation has chosen coaching as a means of avoiding solutions that should be carried out by management.