Corporate Coaching Misconceptions

Comparing Counseling to Coaching

Though it is not uncommon to hear human resource personnel and management claim that they are employing corporate coaching, in a lot of cases what they are actually utilizing is an ineffective counseling model that is outdated and traditional. Additionally, there are differences and similarities which exist between these coaching and counseling models. The similarities include:

Building rapport between management and employees through the use of advanced listening techniques, intensive questioning, and reflective skills of the employee.

Client-practitioner relationships which typically focus on the behavior, function, and performance of the employee.

Utilizing the concepts of action planning and goal setting.

The most significant differences between coaching and counseling models include:

The counseling model contains a greater "power differential." In other words, the employee is the one with the problem and the manager is supposed to "fix" them. Coaches are not experts. Rather they should be viewed as guides and providers of valuable resources.

The counseling model normally follows a remedial type of approach which usually emphasizes the deficiencies and problems encountered when a set standard of behavior and conduct is required. Coaching places the emphasis on employee achievements, empowerment, and strengths instead of a lack of productivity and poor performance. At the same time coaching instructs the employee how to leverage these aspects for continued development and growth.

Counseling focuses on the exploration of reactive behaviors and how to change them whereas coaching takes the proactive approach to these aspects.Counseling is a needs-based approach and happens only occasionally whereas coaching is based on continual development.

Roles of the Coach

In any coaching situation, the coach or coaches have a dual-role to perform, specifically those of expert and specialist. Though they are not experts in all areas of business, they are experts when it comes to techniques and tools to use in order to affect positive behavioral changes. They are not experts or "gurus", so to speak, but are more like a resource provider.

They specialize in enabling significant changes in the behavior and thinking of individuals within their corporate environment. However, they continually develop their coaching skills by attending on going training sessions as well. Corporate climates today are continually evolving, so it is critical that the corporate coaching climate performs in similar fashion.

Coaching versus Mentoring

Possibly the biggest misconception that exists today is that the terms "coaching" and "mentoring" are used interchangeably as if they have the same definition. In fact, mentoring has oftentimes been re-labeled as coaching in some corporate circles. Despite the fact that utilizing the old school or old style of passing on experience, knowledge, and skills has become passé, there is some agreement as to the fact that mentors do employ some true coaching skills.

There are four basic differences between a coach and a mentor:

Mentors are typically revered as the field or industry expert.

Mentors tend to be more focused on careers whereas the coach will also focus on a variety of interpersonal life issues.

Mentors rely on personal experience – coaches operate with a particular framework that relies on solutions they draw from the individuals that they are coaching.

Mentors represent the mission, standards, values, and vision of the corporation whereas coaches focus on these facets of the individual.