Can we coach individuals without playing into individualism?

As coaches our role is to create a safe environment and provide the provocation for people to consider multiple perspectives, to hold tensions, to wonder, to pause and to plan. This is both when coaching individuals, groups or whole systems. But traditionally these are three different types of coaching.

• One to one coaching is often on a case by case basis, and can be squirrelled away in the diaries of some.

• Group or team coaching requires psychological safety of a different kind in order to open up, and can rely on individuals making their own personal connections in conversations. 

• Whole system coaching relies on a multidimensional web of coaches and coachees. 

All of these can be hugely valuable, hugely challenging, hugely developmental and great fun! But let’s consider the first more deeply for a moment, one on one coaching…

A couple of unintended consequences that can arise when organisations invest in the one on one coaching are; some people feel left out and under developed - ‘we only invest in the few, because one to one coaching can be expensive so where are our greatest challenges?’ Another is that it can reinforce individualistic thinking, at a time when many organisations are trying to have greater collaboration and shared accountability - moving from ME to WE. 

So here’s the tension - how can we give people ‘a damn good listening too’, support them in their growth, and stay close to their unique needs - while moving to more communal and collective approach to development? 

Well, we have been practicing something for the last 18 months which is bringing people together, while coaching them separately.

Today I'm off for a coaching day with a client in which I will coach 7 different people, one on one. I'm in their offices in London, in a private room, with 7 pre-booked coaching sessions. We host two of these days every couple of months and offer them to c. 35 people. And if there is high demand one month then extra days are added.

This approach speaks to the first unintended consequence of a more traditional approach to coaching because it is cost effective, opening up coaching to more people. 

But to our wider tension of ME and WE; the sessions feel deep and important while, as many people see us on the same day, there is a sense of community and lightness. There is no secrecy or shame to who is having a session, they book a slot publicly and often chat about their sessions together before and after. It’s live, responsive and close to the work, while still being confidential and safe. So while it is for individuals, it is not individualistic. It recognises the individuals within the collective and reinforces their ‘better together’ culture. 

The third thing it is doing is normalising supportive, coached conversations - and shifting how manager’s approach their 1-2-1s. As there is a shared and open appreciation for the coaching days it is encouraging people to coach each other more, ask for advice more and pause to wonder more before acting. 

This is the second year we are providing these coaching days for this client, we receive fantastic feedback from both the coachees and the directors who commission us (they book slots too). We have also been working with the organisation in other ways; a leadership development programme, management training, team coaching and the design and implementation of a new performance management cycle. This holistic approach allows us to refer to thinking from the programme in coaching sessions, and to hold an even deeper understanding of the organisation’s context through themes that emerge in coaching. It’s a rich tapestry that doesn’t separate ME and WE but instead weaves them together - without loosing the beauty or integrity of any single thread.

I can’t wait to see what people bring to our sessions today.