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There are some situations where , as a coach, we need to use considerable tact and diplomacy. Here are a few cases from my experience:
- When I first met the lady executive who I was asked to coach, I could see the skepticism in her eyes. Her manager had not briefed her at all about my role and the coaching assignment. He had arranged for me to meet with her and felt his job was over. The lady was more upset about her manager’s role in this episode than being coached.
- The executive concerned felt he did not need any coaching. He felt these new fangled initiatives were not for people like him.
- The person concerned felt that the organization had singled him out for coaching. He feared that his peers would feel there were inadequacies in him which warranted such an action.
As you can see, in these cases, the people concerned were:
