Frequently Asked Questions

There are a number of Frequently Asked Questions that have been addressed below. Should you wish to enquire about any aspect of coaching please call 0131 319 2289. To email us simply copy and paste this address – enquiries@discoverycoaching.co.uk – we would love to hear from you!

How do you choose an executive/management coach?

There are a number of factors that you should look for. These include…

Coaching experience - the consulting company may have lots of experience…but does the individual coach? You don’t want somebody ‘practicing’ on you or your management team.

Senior Management experience - you need to look for coaches who thoroughly understand the practicalities and challenges of senior management. Whilst they do not need experience of your particular industry…they do need to have experience in leading, managing and directing senior people themselves.

A good rapport - coaching is an individual activity. It requires trust, openness and relationship. You need to be comfortable with your coach, to understand him/her and be understood by him/her.

Is it not much more efficient to get everybody together around a table and attend training? Surely this is easier and quicker than a series of 1:1 meetings with each?

It may be more efficient however it is no where near as effective. Remember that coaching is not about passing on knowledge…it is about helping individuals to discover better ways of working and then coaching them to apply that learning. This sort of discovery and coaching is very personal – and therefore extremely effective. The success cannot be replicated through training.

Training and coaching together form an extremely powerful learning and development process.

How do I ask senior people to attend coaching without me appearing to criticise their performance?

The vast majority of executive and management coaching takes place to help an individual excel. It is not about fixing a problem – it is about helping individuals to reach their full potential. The organisation is investing in the individual and grooming them for success.

You should present the opportunity positively as it is good news.

How do you know that the coaching is working? What are the indicators of success?

It would be wrong to simply focus on the ‘bottom line’ and look for improvement. There are many variables which can affect results. It would be smarter to talk to the individual being coached and ask some pertinent questions…

Do you feel you are benefiting from this development activity?
What do you see differently now?
What new things are you doing?
What things are you doing differently?
What tips, hints, systems, procedures or techniques are you now applying that you did not before?

You could also ask such questions of their ‘line manager’ and even of some of their team.

You could observe their outlook, attitudes and activities – and note the changes.

Is there a risk for me as an individual? Could what I say be used against me?

We enter into an agreement with the organisation, the line manager and the individual being coached – it is confidential. Part of our agreement is that unless agreed and welcomed in advance by all – we do not provide reports about people.

There are no risks to individuals who are developing their capability and value to the organisation. We would suggest that not to do such a thing would be more risky.

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