This is the third in a series of four pieces inspired by Amanda Ridings’ recent book, Weekly Leadership Contemplations.
Part three: What factors shape our coaching perspective?
by Amanda Ridings
When we consider frames such as skillsets, professional backgrounds, paradigms, personal nature and factors like location and age, it’s clear there are many ways for practitioners to come to coaching work.
For some, coaching is a natural extension of related fields of learning and development such as training. Others come from business or sport, with a desire to help others grow. Yet others have roots in fields such as social work, nursing or therapy. Our context and evolution shape our practice, bringing richness and diversity to our profession.
I see a parallel with disciplines such as t’ai chi or yoga, in which one term embraces many styles of practice, related but not homogenous. It’s important we recognise this. A coach who comes from business, for example, has a different hinterland from a coach immersed in psychology and/or care. While all coaches may share some principles and practices, the nuance and emphasis of our work differ, and the arenas in which we have greatest impact are unlikely to be the same.
Our approach to ethical questions may also vary. For example, when offered the opportunity to work with clients who are close colleagues or in a line relationship, our approach will be coloured by our professional roots. For some, such situations represent a blurring of interpersonal dynamics that is to be avoided. Others believe that working with different individuals within a system will be developmental for that system provided it is handled with careful contracting, rigorous ethics and good supervision.
Our view may also reflect how we perceive the balance between individual and organisational interests, aspirations and growth. It will be influenced by the readiness and awareness of the potential clients and by our own experience and maturity as a coach. Seasoned coaches may regularly have navigated intricate human systems and become alert to their own blind spots and biases, while those in the early stages of practice may prefer clear guidelines.
The bottom line is that many ethical matters are complex and nuanced, and what seems acceptable to one coach may appear inappropriate to another.
A further complication is that our livelihood is linked to our coaching work, bringing business ethics alongside those of our accrediting body. In addition, we probably have an internal compass of values and principles that guide our personal integrity. What we believe to be ethical (or not) becomes layered and multi-faceted.
In a piece entitled ‘Ethical edges’ in my book, Weekly Leadership Contemplations, I describe a sense of vertigo induced by balancing the suitability of an assignment and my need to earn a living. Trying to square the integrity of my practice with lucrative work that doesn’t inspire me can feel like walking a narrow ridge – there’s no ‘right answer’ and each choice has a significant downside.
In such situations it matters that we understand the factors that shape our perspective and are clear about our personal capacity and limitations. It also helps to keep our attention on whatever is most important in the long run. l
Contemplation
What is your most common ethical dilemma? How does your evolution as a coach shape your perception of it?
- Amanda Ridings is a seasoned executive coach and coach supervisor based in the Cairngorms National Park. Weekly Leadership Contemplations (2020) is her second book. Her first, Pause for Breath (2011), focuses on leadership conversations.
- www.originate.org.uk