{"id":87709,"date":"2024-10-01T16:15:32","date_gmt":"2024-10-01T22:15:32","guid":{"rendered":"https:\/\/leadershipcircle.com\/common-coaching-challenges\/"},"modified":"2025-02-11T10:16:35","modified_gmt":"2025-02-11T17:16:35","slug":"common-coaching-challenges","status":"publish","type":"post","link":"https:\/\/leadershipcircle.com\/en-au\/blog\/common-coaching-challenges\/","title":{"rendered":"How To Deal With Common Coaching Challenges"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][vc_column_text]Greatness is rarely achieved alone\u2014and almost never without guidance. Oprah Winfrey credits much of her success to insight gained from celebrated author and poet Maya Angelou; Bob Dylan sought (and acquired) the feedback, approval, and mentorship of singer-songwriter Woody Guthrie. Even Michelangelo learned at the feet of Bertoldo di Giovanni, himself an apprentice of Renaissance sculptor Donatello.<\/p>\n

The point? Coaches are clutch.<\/p>\n

When it comes to leadership development, coaches play a significant role in helping their clients grow their skills, achieve their goals, and become more effective and confident leaders. Positive, productive coach-client relationships can yield exceptional results and be extremely rewarding, but they\u2019re not always easy. We asked our practitioner community for some of the most common challenges they face when coaching clients. Here are a few to inspire you in your practice.<\/p>\n

Challenge 1: Generic Goals<\/h4>\n

Shows up as:<\/strong> A leader comes to you with a dilemma of the vague and nebulous kind. \u201cI want to be a better leader,\u201d they may say. Or, \u201cI was just promoted and want to do well as \u2018the boss.\u2019\u201d<\/p>\n

What to do:<\/strong> Helping a leader find or grow into their own authentic way of leading is the joy and ultimate goal of being a leadership development coach. When your client comes to you with only a general sense of wanting to \u201cdo better,\u201d it becomes your job to help them focus.<\/p>\n

One way to set measurable, achievable goals is to first identify specific areas in need of development, such as time management, conflict resolution, or communication skills. Encourage your leader to reflect on challenging or difficult situations they\u2019ve experienced and ask questions to help expose the blind spots in their current approach. This will pinpoint characteristics and behaviors around which you can work together to build clearly defined goals and action plans.<\/p>\n

To help leaders craft a more specific goal out of the nebulous and complex world they come from can be a challenge. That is why feedback, unbiased and based in statistical significance, is not just good, it\u2019s essential. The coaches we work with will often leverage the Leadership Circle Profile assessment<\/a><\/strong> as a starting point to help smooth out the rough edges of those ill-defined goals. After soliciting feedback\u2014and with the data staring them in the face\u2014it becomes much easier for a leader to see where they can increase their Creative competencies and manage their Reactive tendencies.<\/p>\n

This work can also serve to clarify your leader\u2019s values and ensure that the plan you build together brings areas of focus, development goals, and action plans into alignment.<\/p>\n

Challenge 2: Cocky Clients<\/h4>\n

Shows up as:<\/strong> Your client seemingly dismisses your attempts to engage, preempts your feedback and ideas, or generally displays overconfidence and\/or defensiveness. They may say, \u201cI\u2019m just here because my boss told me to be.\u201d Or, \u201cThis whole coaching thing is a racket; I\u2019ve probably read all the same leadership books as you.\u201d<\/p>\n

What to do:<\/strong> Whether they\u2019re a seasoned pro with years of success or a new-to-leadership executive with more energy than experience, it can be scary for a leader to admit they don\u2019t have all the answers. Their discomfort and resistance may stem from a concern that they won\u2019t be able to adjust to new ways of thinking, or maybe it\u2019s a certainty that they know what they\u2019re doing and there\u2019s no need for improvement. Most likely, that cockiness is born from a deep-seated fear of being vulnerable.<\/p>\n

Therapists will tell you: When a person is faced with a threat to their identity, to the deeply held beliefs they have about their values, personality traits, skills, and abilities, they will react in the same way they would if their life and limb were threatened by a bear attack. They will instantly and subconsciously switch into self-preservation mode\u2014which makes it nearly impossible to hear anything their coach is trying to tell them.<\/p>\n

It\u2019s a coach\u2019s job to protect their clients from bears, especially the metaphorical kind. To do this, you must create a safe space, one which includes a cone of confidentiality and an absence of judgment. By cultivating such an environment, you\u2019ll be a true partner with your client, a candid and honest facilitator who can help your leader recognize and embrace their vulnerability. Then, together, you can build a path for growth and accountability.<\/p>\n

Challenge 3: Communication Catastrophes<\/h4>\n

Shows up as:<\/strong> A frustrated leader who is struggling to land their message. This may come out through remarks such as \u201cI can\u2019t seem to get my team motivated,\u201d or \u201cNo one listens to me,\u201d or \u201cThey just don\u2019t seem to get it.\u201d<\/p>\n

What to do:<\/strong> High-level leaders must be equipped to communicate effectively across an organization, not just within a specific team or with a few select colleagues. The fact that most adults communicate on a daily basis\u2014multiple times a day\u2014for a variety of reasons does not guarantee that they do so successfully. So, even if it feels a little basic, a refresher on good communication skills is a good place to start.<\/p>\n

Effective Communication 101<\/strong><\/p>\n

    \n
  • Be an active listener.<\/em>
    \nLean forward, make eye contact, and ask lots of questions. Periodically restate what the other person is saying to ensure you understand.<\/li>\n
  • Know your audience.<\/em>
    \nThe way you communicate, and even your message, may change depending on whom you\u2019re talking to. You wouldn\u2019t send the same text to your boss and as to your spouse; you shouldn\u2019t use the same methods or message to communicate with everyone in your organization.<\/li>\n
  • Focus your attention.<\/em>
    \nEspecially when communicating in person or face to face, remove or silence distractions (like your phone) and pay close attention to the other person\u2019s nonverbal cues, such as posture, fidgeting, and eye contact.<\/li>\n
  • Be relevant and concise.<\/em>
    \nTime is a precious commodity. Don\u2019t waste others\u2019 with communications that include extraneous, unnecessary, or irrelevant information.<\/li>\n<\/ul>\n

    No two coach-client relationships are the same, and coaches should expect challenges of every stripe to surface in their work with leaders. Ultimately, the success of your partnership will come down to how well you work together to meet those challenges and devise a way forward.[\/vc_column_text][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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