Executive Coaches Can Learn From Their

Mistakes
John Baldoni Contributor
Leadership Strategy
John Baldoni is an internationally recognized executive coach/author.

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Executive coaching is a popular option for those seeking guidance in personal and career
improvement. It is popular because it is successful, but not always.

Even in successful coaching, engagements problems can arise. While research into this
topic is still evolving, an article written by Carsten Shermuly and Caroin GraBmann for
the Institute of Coaching (IOC) notes the deleterious effect coaching can have on those
being coached as well as on the coaches themselves.
For clients being coached, negative results include identification of problems outside the
scope of coaching, conflict due to due to changed behaviors, and the perception that
their work was less meaningful. Such factors could arise because the client comes to a
new understanding of self. And for that reason, such changes may come into conflict
with what he is doing and how he is perceived in the workplace.

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Factors affecting the coaches’ negative performance include an inability to connect

effectively, lack of competence, poor interpretation of assessments, and failure to
understand the client’s organizational culture. These are factors that could be improved
through improved training as well as more thoroughly vetted matches between coach
and client.

Coaches too suffered ill effects. These include “being personally affected by topics
discusses,” fear of failure, difficulties with communications, emotional exhaustion and
dislike of client behaviors. Some coaches also felt cut off from their clients after the
engagement was over and so they did see long-term effects of the coaching. As much as
coaches need to remain professional, coaching is a person-to-person experience that can
be more emotionally challenging than intended.

To ameliorate the situation, the authors Shermuly and GraBmann have suggestions.
These include “creating higher quality coaching relationships,” where negative effects
can be addressed. Specifically, the authors urge coaches to explain that "side effects" are
not uncommon. Therefore coaches should “be ready and prepared for the most common
negative effects – triggering in-depth problems, conflicts with supervisors, or
dependency on a coach.” Additionally, coaches would benefit from what they advise
their clients to do: “make self-care a priority.”

Enter the discomfort zone

From my perspective as a coach with two decades of experience, coaching is designed to

challenge existing perceptions and norms. For this reason, when individuals get out of
their comfort zone, the effects are not always pleasant. Upfront before the engagement
begins, coaches need to establish “good chemistry” with the client to create a safe zone
for issues to be discussed. Coaching can only work when there is a solid foundation of
trust. Many of the problems the authors of this study raise could be lessened if the coach
and client were able to connect more deeply and communicate more honestly.

One topic not discussed in this article is the fact that not every client is willing to be
coached. Some clients go through the motions of coaching because their boss ordered
them to do so. Often, but not always, these folks feel as if they don’t have issues, other
people do. Such beliefs render them, as global leadership authority Marshall
Goldsmith, says “uncoachable.”

While this IOC article makes clear that research into the adverse effects on coaching is
still evolving, it is worth pursuing. As the coaching practice matures, it will continue to
confront both positives and negatives. Dismissing criticism is a failure to learn and
therefore, to continue to deepen the study of coaching, something that will only make
the practice of coaching more robust and more effective.

Coaching is designed to challenge existing perceptions and norms. For this reason, when
individuals get out of their comfort zone, the effects are not always pleasant. Coaches
and clients together can learn from these experiences in order to improve coaching
outcomes.

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John Baldoni

I am an internationally recognized leadership educator and executive coach. In 2018 Inc.com named me a top
100 leadership speaker, and Trust Across America gave me the Lifetime Achievement award. I am the author of
14 books, including GRACE: A Leader's Guide to a Better Us, MOXIE: The Secret to Bold and Gutsy Leadership,
Lead With Purpose, Leader's Pocket Guide and Lead Your Boss. I speak throughout North America and Europe. I
have authored more than 700 leadership columns for a variety of online publications including CBS MoneyWatch,
Harvard Business Review and Forbes. Follow me on Twitter @JohnBaldoni Read Less