The concept of coachability is complex. Although it is often used to indicate whether the coaching client is coachable, four factors actually affect the viability of a coaching engagement.
Context. The context encompasses all external factors influencing whether a coaching relationship is viable. A coachable context ideally describes a safe and dependable environment for the coach and client to conduct their business. An example of an uncoachable context is an unreliable internet service when communication is through web-based platforms. Another context problem is an environment where organizational dynamics challenge the client’s psychological safety while participating in the coaching process.
Coach. Uncoachability might be linked to the coach’s inability to do the contracted work. The factors to be considered include the coach’s availability, the present state of physical and emotional wellbeing, and the skill level or competency related to the coaching contract.
Client. Just as the coach’s physical and mental wellbeing affects his or her ability to coach, the client’s wellbeing is also relevant. In addition, consider the client’s motivation, readiness, awareness, and time availability.
Relationship. Relationship factors influencing coachability mostly pertain to the chemistry between coach and client. Significant differences in values, personality styles, and preferences for ways of working might also affect the relationship’s viability for effective coaching.
Assessing Context Coachability
Does the context for coaching . . .
- Provide physical safety?
- Afford emotional safety?
- Ensure confidentiality?
- Allow for reliable communication?
- Permit the coaching contract to be fulfilled on time?
- Support the nature of the necessary coaching conversations?
- Support the nature of the changes contracted for?
- Allow for appropriate follow-up sessions?
- Ensure that financial commitments can be met?
- Other?
Scoring: Each time you, as the coach, select “No” as the answer, evaluate whether this contextual factor can be addressed or managed so that coaching is viable. Any one question that is answered “No” may represent a sufficient reason to identify the potential or actual coaching relationship as problematic and possibly nonviable. Any question answered with a question mark calls for further exploration and ongoing monitoring of the issue.
Coach’s Self-Assessment of Coachability
Am I . . .
- In a good state of physical health to fulfill the responsibilities of the coach role?
- In a good state of physical health to attend all contracted sessions?
- Available for all necessary time commitments of coaching?
- Emotionally able to fulfill the responsibilities of the coach role?
- Emotionally able to meet for all contracted sessions?
- Intrinsically motivated to undertake the agreed-upon coaching through completion?
- Appropriately trained and informed to work on the coaching agenda that this client is presenting?
- Able to remain solidly within professional boundaries in working with this client on this specific coaching agenda?
- Able to engage in this relationship without conflicts of interest or other foreseeable ethical dilemmas emerging?
- Capable of remaining solidly within a coaching role with this client and his or her identified coaching agenda without adopting another helping role (e.g., consulting, mentoring, counseling) throughout the contracted work period?
- Other?
Scoring: Each time you, as the coach, select “No” as the answer, evaluate whether this matter can be addressed or managed so that coaching is viable. Any one question that is answered “No” may represent a sufficient reason to identify the potential or actual coaching relationship as problematic and possibly nonviable. Any question answered with a question mark calls for further exploration and ongoing monitoring of the issue.
Assessing Client Coachability
Is the client . . .
- In a good state of physical health to fulfill the responsibilities of the client role?
- In a good state of physical health to attend all contracted sessions?
- Available for the time commitments necessary for coaching (both in and between sessions)?
- Emotionally able to fulfill the responsibilities of the client role?
- Emotionally able to meet for all contracted sessions?
- Sufficiently motivated to undertake the agreed-upon behavioral commitments to bring about desired changes or goal attainment?
- Personally invested in the coaching process?
- Presenting a topic for coaching appropriate to the boundaries and methodology of coaching?
- Targeting a change that stands a reasonable probability of success?
- Presenting a coaching topic over which he or she has sufficient influence to effect change?
- Focusing on interrelated topics from session to session rather than presenting what seems to be an almost random or ad hoc array of topics throughout several sessions?
- Reliably showing up for each session with an identified topic to address in the session?
- Capable of changing the behaviors related to identified goals?
- Typically following through on action plans or reasonably equivalent actions in the periods between sessions?
- Willing to learn through dialogue, reflection, and experimentation?
- Other?
Scoring: Each time you, as the coach, select “No” as the answer, evaluate whether this matter can be addressed or managed so that coaching is viable. Any one question that is answered “No” may represent a sufficient reason to identify the potential or actual coaching relationship as problematic and possibly nonviable. Any question answered with a question mark calls for further exploration and ongoing monitoring of the issue.
Assessing Relationship Coachability (Fit Between Coach and Client)
From my perspective as the coach, I have concerns about . . .Yes.No?
- Value differences between myself and this client
- Behaviors this client exhibits that may detract from my capacity to be fully engaged and effective
- Nonverbal behaviors I have noticed that may detract from my ability to be at my best as a coach
- The possibility that our differing backgrounds will affect my ability to adequately understand this client and his or her issues
- The degree to which my working style is a good fit for this particular client
- Differences between the contractual conditions (e.g., scheduling) that this client desires and those I need to be at my best
- The topic this client is presenting and my feelings about matters of this nature
- Significant similarities in our backgrounds that might cause me to identify inappropriately with this client in our work
- Judgments about myself that I experience in this client’s presence that are brought about by differences in status, education, or culture
- An attraction to this client that may eventually blur my objectivity and capacity to work at my best
- Other?
Scoring: Each time you, as the coach, select “Yes” as the answer, evaluate whether this matter can be addressed or managed so that coaching is viable. Any one question that is answered “Yes” may represent a sufficient reason to identify the potential or actual coaching relationship as problematic and possibly nonviable. Any question answered with a question mark calls for further exploration and ongoing monitoring of the issue.