Co-Active Coaching
The Book “Co-Active Coaching, New Skills for Coaching People toward Success” is a magnificent craft written by Authors: Karen Kimsey- House, Laura Whitworth, Phillip Sandahl and Henry Kimsey House. It is made to help out promising executives handle stress and at the same time achieve a well balanced life and self awareness.
The book asserts the purpose of coaching relationships and how it is established. The contexts of co-active coaching are given more emphasis and at the same time skills that are related to it. This includes self-management, listening, curiosity, intuition, client fulfilment, process and balance. It is amazing that the authors adopted the co-active style of coaching because it entails both collaborative and active participation of coaches and clients.
The book gives credit to promising coaches around the world and their profession that changes the life and communication skills of others. “Coaching is both a growing profession worldwide and a growing communication style adopted by leaders in organizations, teachers, counsellors, parents and others” (Whitworth, et. al., 2007, introduction). The book depicts approaches to coaching and coaching relationships. The underlying beliefs of co-active coaching are considered to be adaptable and really powerful. Motivation is not enough for one to succeed. Following the model of co-active coaching is proven and tested since its basis is the numerous experiences of coach-client interactions worldwide. “Coaching is about discovery, awareness and choice” (Whitworth, et. al., 2007, introduction). The book empowers people and at the same time support their path to do the right and important choices in life which will surely pave way for their success.
Strengths and Weaknesses of the book
The book carefully detailed the description of the co-active coaching model. The model is discussed in the book along with its details, skills definition and the various techniques in co-active coaching. There were also conversations and practical exercises to boost more of the reader’s understanding. I am fascinated with how the book was written. It has the holistic nature of coaching in general. Talking about the role of coaches in this world and how they can easily define, reverse, restore and uplift one’s personality. Coaches are given a moral boost in this book because of the many ways that the profession is described in the book.
The book allows coaches to learn different strategies in addressing client’s strengths and weaknesses. It also aims to discover the client’s purpose, agenda and life mission. It helps out readers to stay firm and overcome any action that may hinder success, plans, dreams and desires. Although much focus is given to coaches and their field of work, the book is also applicable to any relationship or organization. It can be applied at work, in the family, community and friendship settings. This is because of the fact that coaching skills are the foundation of relationship and it is not limited to professional coaching lessons only.
The book is designed to serves as an empowering tool in a coaching environment. The client is given much priority and their agenda are supposed to be visible and successful in the end. One weakness that I see in the book is the models inappropriateness when it comes to supporting individuals who suffers from severe psychopathology. I find it not possible for the the coaching model may not be the appropriate intervention for such case.
Major Personal Insights Gained from the Book
The book reiterates basic counselling attending skills. I believe that this is favourable on my part since I am starting my clinical rotations and I believe I need knowledge on this part that can contribute and improve my skills. Listening at 3 levels is given emphasis and at the same time forwarding and deepening the conversation with the client. It also encourages the use of intuition and its effectiveness in life. The five contexts of co-active coaching is what I considered to be the major personal insights that I gained from reading the book.
Listening always involves respect. Once a coach listens and devotes his/her time to the client, a deeper level is achieved. Listening will discover the real meaning behind every client’s story. The underlying theme will be defined and this will deepen the learning. A coach listens for the sake of the client’s purpose, mission and values (Whitworth, et. al., 2007, pp. 10-11).
Another reason why listening is important is to assess the client’s shortcoming, resistance, backtracking, fear and change of mind (Whitworth, et. al., 2007, p.11). Listening will result to achievement of all the reasons behind the decisions and ideas of the client. At the same time it will also determine why at some points it won’t work. It is vital for the coach to listen from the client on many levels. According to the book this should be done simultaneously and the process should involve balancing and progressing on the journey of fulfilment (Whitworth, et. al., 2007, p.11).
Intuition is always left unspoken. This is one of the causes why people find it hard to trust on others. This is supposed to be an invalid way of drawing into conclusion and it is the knowing that remains on the background of the issue. Intuition according to the book holds one back because of the fear of looking foolish in a certain circumstance. However this is one vital and powerful gift that a coach should possess when coaching. It is the main goal of coach to use intuition in dealing with clients and they should never hesitate to say what they feel (Whitworth, et. al., 2007, p. 11).
Coaches are blessed with the trust of their clients. Therefore such great deal of information should not be taken for granted. It would be better that information and intuition are used to determine the conclusion and how it will operate towards success in this world. Intuition is something that I gained more focused in the book. I learned that I should also use it in my professional field and develop it aside from practicing. It is very precious for coaches since it breaks down information and impression that we can analyze consciously (Whitworth, et. al., 2007, p.11).
Never hesitate to ask questions. From here, readers can find out that curiosity is also one of the contexts f co-active coaching. Clients are the main resources of answers. The main responsibility of the coach then is to never get tired of questioning. Discovery is gained through curiosity. “The context of curiosity gives a certain frame to the process of uncovering answers and drawing out insight” (Whitworth, et. al., 2007, p.11). The power of curiosity explores the deepest questions in life along with matter and the universe. In coaching, curiosity aids coaches to go beyond the deepest sea and find out everything and anything on their clients’ life. This lessens the pressure and at the same time paves way for brighter results (Whitworth, et. al., 2007, p.12).
The outcome of the work made by both the coach and the client are learning and action (Whitworth, et. al., 2007, p.12). The aforementioned forces are combined towards change, It is also important to keep in mind that the action made is often forward and this will push the client towards success. Learning on the other hand is not easily defined as a product of one’s action. It should complement each other equally. This results on more resources as well as expansion of possibilities and strong influences towards change (Whitworth, et. al., 2007, p.12).
There are misconstrued ideas about coaching. One of which is the ability to get things done and perform it in a higher level (Whitworth, et. al., 2007, p.12). Coaching is different from nagging. It is the ability to identify which action generates learning. “This connection between action and learning and the core principles is key” (Whitworth, et. al., 2007, p.12). Life has more to offer than increasing inaction. Increased actions should also be increased learning.
Self management is also one distinct context in coaching. The coach must separate personal insights, pride, preferences and opinions. The ability of the coach to manage judgment of other people and himself is one key factor. The coach needs to stand with the client’s situation and at the same time the struggle at hand. “Self-management means giving up on the need to look good and be right” (Whitworth, et. al., 2007, p.13).
Personal and Professional Application of the book’s content
The book is very vital for me because the coaching model in it has great connection with my job. It will benefit my clients and serves as an encouragement when it comes to co-active relationship. I believe that the authenticity of the coaching/counselling profession is further enhanced by the book’s content. I was able to determine several points to ponder and knowledge that will really aid me in future clients to work with.
I learned that clients are dependent of the coach and it is expected that authentic personality and professionalism is seen. I believe that during counselling sessions, I am expected to demonstrate both my integrity and honesty to my client. I will serve as the role model in times of risks and I need to be completely honest and display the real me. I should not pretend to be someone else nor pretend that I know something that I don’t. The relationship that should be built is based on mutual trust. The more a coach “create more relationship and trust, clients will swing out more in their own lives” (Whitworth, et. al., 2007, p.89).
Personal style is also another thing that I gained upon reading the book. I believe that authenticity is seen through personal styles. It is define din the book as “simply your natural way of being with people and if humor or eccentricity is an authentic part of your personal style, you need to bring that into your coaching” (Whitworth, et. al., 2007, p.89). Being serious at all times is not always the call of the coaching profession. I have learned that there must also be a room for a lively engagement. Humor should be use to lighten the situation and at the same time make the clients happier and motivated to move forward.
Major areas of interest in the book
The coaching relationship is energized by both clients and coaches. Most part of the book deals with this idea. Major areas of interest in the book are those about themes and ideas on coaching dialogues, coaching skill exercises, as well as value worksheets, intake forms and coaching traits. The book is really made to develop readers both personally and as a coach.
He desire to be the best coaching coat is also shown in the book. However, no magic can make this possible. It is best achieved through hard work, persistence, focus and discipline (Whitworth, et. al., 2007, p.102). Success is not always guaranteed but you can make a difference and appreciate every qualities that you posses as a coach. There are unexpected traits from clients that the coach must appreciate no matter how hard it is for them.
The book also contains discussion that tells me how coaches differ in any ways. No coaches are exactly the same. One is always different from the other. The only common thing about them is the willingness to give the best advice for clients to reach success. Varieties of coaches are available and it is said in the book that there are also different ways of getting from one point to another. It would be better to accept each difference and come up with an enjoyable way of coaching relationship.
I find Part III of the book really useful for my personal and professional life. The Co-Active Coaching Principles and Practices allows readers to see the importance of client fulfilment, client balance and client process (Whitworth, et. al., 2007, pp. 127-155). It is also noted in the book that proper integration, rigorous application and lighten vision is achieved. The skill sets on the near end parts of the book guarantees a self assessment of readers. It allows them to determine what point they are already in and how to move from there to another level of coaching. It serves as a point for self reflection and it directs coaching action and expression towards success.
Coaches are deemed to be important agents of change. They empower clients to gain success and be the source of serious-humor conversation in times of distress. It is also the job of every coach to explore options and take every risk without sacrificing laughter. It is always better to clearout problems with people who are connected and deal with serious matters the authentic and the human way.
Reference:
Whitworth, L., Kimsey-House, H., Phillip Sandahl, & Kimsey-House, H., (2008). “Co-Active
Coaching: New Skills for Coaching People Toward Success in Work and Life”. USA:
Davies-Black Publishing.
