Workplace: Challenges of Internal Coaching

¶ … Experienced as Internal Coach in Place of Work The objective of this study is to reflect on the challenges experienced as an internal coach within the place of work and specifically on the challenges of managing the boundaries between the writers as an internal coach, the coachee and the coach's line manager. Internal Coaching Coaching and mentoring are described as relationships that help people: (1) take charge of their own development; (2) release their potential; and achieve results which they value. (McGraw and Hill, nd, p.

8) Stated as nine key principles for internal coaching are the following: (1) the LEARNING relationship is at the heart of change; (2) the CLIENT sets the agenda and is resourceful; (3) the COACH OR MENTOR facilitates learning and development; (4) the CONTEXT is work; (5) the OUTCOME is change and action; (6) the APPROACH OR MODEL provides movement and direction; (7) the SKILLS develop insight, release potential and deliver results; (8) the QUALITIES of the coach or mentor affirm, enable and sustain the client; and (9) ETHICAL practice safeguard and enhances coaching and mentoring. (McGraw and Hill, nd, p.

9) The internal coach is enabled by a "deep knowledge, experience and awareness bout the organization's strategy, its culture, and its political realities." (Weintraub, 2014, p. 1) Qualities that are needed for the internal coach include: (1) credibility; (2) integrity; (3) possession of conceptual knowledge; (4) Presence; (5) insight; (6) political savvy; (7) objectivity; and (8) coaching skills. (Weintraub, 2014, p.

1) The top fifteen coaching skills are reported to include: (1) a focus on and understanding of what is being communicated in both group and individual situations; (2) clarification or restating and statement of a summary on issues that are important; (3) following up on what the coaching client has stated in contrast to changing the subject abruptly; (4) reflection on what has been stated by others; (5) demonstration of an awareness of cultural diversity when others are being coached; (6) coaching relationships being built and maintained; (7) posing questions; (8) contracting; (9) assessment; (10) planning coachee development; (11) facilitation of development and changing; (12) evaluation of cases and programs; (13) more coaching relationship building and maintaining; (14) all levels of the organization having equal credibility; and (15) ending formal coaching by making a transition to development that is ongoing.

(Weintraub, 2014, p. 1) II. Challenges to Internal Coaching Challenges to internal coaching include that of having equal credibility throughout all levels of the organization as well establishing a successful level of cultural diversity throughout all levels of the organization and among all individuals. As reported by Weintraub (2014) the primary challenges to internal coaching are many times derived from political pressures "which manifest sometimes as well intentioned by misguided notions on the part of executives about the appropriate role of a coach." (p.

1) This type of pressure can take various forms "from insistence on using internal coaching for remedial purposes only to asking a coach to provide input related to a proposed promotion or firing decision'. (Weintraub, 2014, p. 1) II. Internal Coaching Boundaries Companies more experienced with internal coaching state similarities between internal and external coaching including that "effective internal coaches need to have the same sensibilities and competencies as external coaches." (Frisch, et al., nd, p.

2) As well, "well-conceived methods and processes apply equally to external and internal engagements…with some adjustments to contracting and coaching boundaries." (Frisch, et al., nd, p. 2) Both internal and external coaching is reported to make a requirement of "clear contracting so that all parties understand the parameters of the engagement, whether it is a two-hour feedback coaching session or a three-month coaching engagement." (Frisch, et al., nd, p.

2) Internal coaching means that policies and procedures addressing confidentiality and record keeping are required to be set and in place" and other than "clarity of roles and boundaries there needs to be resource with which to discuss any conflicts of interest that may emerge between coaching and other role functions." (Frisch, et al., nd, p.

2 Internal coaching is similar to external coaching in that when several internal coaches exist "it is helpful to have an awareness of the internal's coach's approach to coaching to facilitate effective matching with clients." (Frisch, et al., nd, p. 2) Two advantages exist to internal coaching including that organizations with internal coaching "are more likely to report that their organization has a higher level of success in the area of coaching; and (2) organizations are more likely to report that their organization is performing well in the market.

(American Management Association 2008-2010, p. 26) There is reported to be a link between the "extent to which individuals receive coaching and their abilities in terms of leadership." (American Management Association 2008-2010, p. 26) Organization of coaching involves ensuring that.