Co-Active Coaching Book Summary, by Henry Kimsey-House, Karen Kimsey-House, Phillip Sandahl
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Professional coaching is a great way to boost your career, find new purpose in life or gain new perspectives on difficulties you may be facing. However, most coaches don’t realize that the person being coached can also benefit from the process. This is where co-active coaching comes into play. Co-active coaching involves finding out things together and discovering more about ourselves than we would have found out otherwise.
This model is based on a number of different skills, including listening and curiosity. It’s also important to have an environment of trust in order for the client to grow. The skill of listening is underrated, and sometimes dumb questions are the best ones because they can lead to interesting discussions.
Big Idea #1: The foundation of co-active coaching is open and collaborative conversation.
Every effective coaching relationship is built on collaboration and trust. The upcoming key points will teach you how to build such a relationship with your client.
The authors use the term co-active to describe a process in which both the client and the coach are actively involved.
Ultimately, co-active coaching is not centered on problem solving. Instead, it’s about having a conversation and getting to the root of problems. Co-active coaches help people discover their issues by listening to them and asking questions. It all starts when you learn these four cornerstones: awareness, discovery, choice, and action steps.
First, it’s important to assume that all people are inherently creative and resourceful. This is because we’re capable of finding answers, making choices and learning from our mistakes. Second, remember that there’s more to a coaching relationship than just problem-solving; there are many different factors that impact someone’s life – things like work, family and emotions.
First, when you’re talking with your client, make sure to pay attention to the content of what they’re saying. Secondly, be attentive to their tone and mood. Finally, watch out for body language.
Finally, encourage change. Even if your client hired you to focus on one specific area, having a broad vision will allow you to guide them toward more holistic and valuable changes.
Co-active coaching isn’t about fixing the client, it’s about helping them discover and develop their true selves.
Big Idea #2: Design an effective environment and define the terms of the relationship.
In order to have a good conversation with your client, you must first design an effective coaching environment. Co-active coaches like to encourage their clients to take risks, but they are only taken by people who feel safe.
The best way to foster a nurturing environment that encourages risk-taking is to ensure confidentiality, trust, honesty and spaciousness.
Being honest and fostering confidentiality are important to clients. They want you to be open with them so they can discover their problems, which will lead to change. You also need to give your client the truth about what’s going on in their business. Clients expect you not only to be nice but also speak up when things aren’t working out for them.
One more thing to remember: in order for clients to learn from their mistakes and move forward, they need enough space to experiment and confront past failures. In addition, it’s crucial that you set the terms of your working relationship with them; this means that you should create an effective coaching environment, as well as make clear what ground rules will be followed and what expectations will be met.
Co-Active Coaching Book Summary, by Henry Kimsey-House, Karen Kimsey-House, Phillip Sandahl
