Having reviewed countless coaching reflections from emerging coaches and observed numerous recorded sessions, it has become apparent that many novice coaches struggle to integrate sufficient challenge into their conversations. These discussions often remain superficial and transactional, overlooking valuable opportunities for exploration. Coaches may rush through conversations, eager to reach a conclusion. While it is true that this tendency may diminish with experience, introducing appropriate challenges early on can significantly enhance both coaching practice and client outcomes.
What Constitutes Appropriate Challenge?
The term ‘to challenge’ encompasses a range of meanings, many of which are pertinent in the coaching context. According to the Merriam-Webster dictionary, it suggests the act of confronting boldly, calling out, or stimulating thought by presenting difficulties. Appropriate challenge must align with the individual or context, meticulously balancing challenge with support. It involves challenging in a manner that has been previously discussed and mutually agreed upon. Thus, the challenge should be stretching yet not overwhelming, necessitating the coach’s deep understanding of the client for effective and safe application.
As coaches, we encounter various aspects that warrant challenge, including clients’ actions or inactions, behaviours, thoughts, emotions, mindsets, attitudes, histories, and perceptions—across past, present, and future. We also have the opportunity to question their beliefs and any self-limiting assumptions, as well as their biases and interpretations. Consequently, coaching conversations abound with opportunities to provide appropriate challenge.
Establishing a Contract
Before embarking on any coaching relationship, I emphasise the importance of contracting. This discussion includes the role of challenge and feedback. I inquire whether clients are comfortable with this approach, discussing what methods are effective or ineffective for them, and exploring their past experiences. This not only aids my understanding of their preferences but also fosters rapport and psychological safety. It enables me to anticipate their reactions when faced with challenges, while also helping them perceive these elements as valuable tools for their growth, even if uncomfortable. Many clients may have had unconstructive experiences with challenge or feedback in their workplaces, thus, as a coach, I may initially have to navigate these preconceived notions.
Challenge with Intention
Every challenge presented should serve a distinct purpose. It should never be introduced merely for the sake of it. Ideally, opportunities to challenge should aim at facilitating transformative benefits for the client, raising awareness, and illuminating previously hidden aspects (similar to Johari’s Window). This could involve opening new avenues of thought, helping them clarify issues, or enabling insights through different perspectives informed by the coach’s challenges. Ultimately, coaches must consider whether their challenge prompts clients to think, process, behave, or perceive things differently.
Identifying Opportunities for Challenge
While challenging should not be a constant feature, coaches should remain vigilant in identifying valuable moments for challenge. Although numerous opportunities may present themselves, it is crucial for the coach to discern which are most impactful for the client. Potential opportunities for challenge include:
- Noticing something in the client’s narrative that elicits a strong intuition or feeling in you, as the coach. Maybe your ‘gut’ is telling you something about the moment? Words, emotions, phrases which may be incongruent.
- Sensing that the client may be withholding information.
- Observing emerging themes or patterns.
- Recognising something that you would expect to have been said or shared, but wasn’t?.
- Identifying an unfounded beliefs or self-limiting assumptions.
- Assessing whether ‘Radical Candor’ (as proposed by Kim Scott) could prompt a significant realisation.
- Evaluating the risks in the client’s shared thoughts.
- Deliberating whether to ‘test the waters’ regarding their responses.
- Addressing the need for decisive action or traction.
- Identifying reactive rather than reflective responses.
- Noticing inconsistencies in the client’s stated actions, language, and thoughts.
Approaching Challenges
The penultimate section discusses how to effectively deliver challenge. At its core, any well-structured question presents a challenge, fulfilling both the purpose and nature of inquiry. Coaches can deliberately formulate probing questions aimed at specific comments, actions, or responses—essentially ‘poking the bear’ to elicit deeper reflection. By exploring, deconstructing, and unpacking their thoughts, coaches can guide clients through a process of examination regarding impact, risk, or consequences. Taking on the role of devil’s advocate can be beneficial, and thoughtfully posed ‘what if…?’ questions can disrupt a client’s thought patterns. The value of well-timed silence and intentional eye contact should not be overlooked. Effectively introducing challenge requires careful consideration and deliberate strategy.
When intending to bring challenge, a coach should gauge the context, the client’s state, and the potential risks involved, determining whether to seek permission for such a challenge. While this may not always be necessary, there are occasions where it can add significant value.
Recognising When Not to Challenge
It is essential to recognise that there are times when introducing challenge may not be appropriate. For instance, challenge should be avoided early in the coaching relationship or when a client displays signs of emotional fragility. Furthermore, challenges should not stem from a coach’s personal values or be employed merely to satisfy one’s own curiosity. Instead, they must be context-specific and relevant to the client’s current situation. In such delicate moments, asking “why” may not be constructive, as highlighted by Eurich (2018), who states “This can invite unproductive negative thoughts leading to an emotion-based explanation rather than a rational assessment”. Additionally, challenge should not be the sole approach utilised by the coach; excessive and deliberate challenge can jeopardise the psychological safety that has been established in the coaching relationship.
The Transformative Power of Challenge
Introducing appropriate challenge is not merely a ‘nice to have’ aspect of coaching; it is a fundamental component of the coach’s toolkit and essential to their role. Effective challenge plays a pivotal role in fostering awareness, promoting learning, and facilitating change and growth for clients. Consequently, it is vital for coaches to build confidence in their ability to employ appropriate challenge skilfully. When executed effectively, challenge can be a transformative force in the coaching process
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