Have you ever asked yourself, “Is my coaching strategic?” If so, how strategic is it really? Does your coaching need to be more strategic? You might not have considered this yet, but it’s worth noting that Meta-Coaching is inherently a highly strategic approach. In the ACMC manual, we have a section dedicated to what we call the systemic or strategic question. On page 32, we challenge you to assess whether you operate from a strategic framework or if your coaching is more of a spontaneous, on-the-fly approach.
How do you determine what to do, when to do it, with whom, and why?
When engaging with a client, we conduct coaching conversations that involve relating, exploring, inducing states, facilitating processes, and asking questions, including meta-questions. We use meta-tools, like the WFO (Well-Formed Outcome) questions, to help clients access and mobilize their resources towards achieving their objectives. The Meta-States Model allows us to delve into the core of the client’s meaning and frames.
When do you know what to do with a client?
Timing is crucial. We look for the “coachable moment” when the client is ready for change, taking into account their developmental stage and their current place in the change process. This is guided by the Axes of Change Model, which helps us understand where the client stands in terms of clarity and readiness.
With whom do you do what you do?
Each client is unique, so we distinguish between different clients by “reading” their states, meta-states, frames, and thinking patterns. We calibrate to their states and consider their personality styles (meta-programs).
How do you know what to do?
Our specialized meta-knowledge, including models like Axes of Change and the Matrix, informs us on choosing the best approach for each client. The Facilitation Model guides our interactions.
Why make the choices you do?
Our choices are grounded in theoretical frameworks from cognitive, humanistic, and developmental psychology, which inform us about how individuals or organizations self-actualize. Our focus is on empowering clients and groups to become more resourceful.
Now, the key strategic questions are: Where am I in relation to my client? Where is my client in relation to their desired outcome? Answering these questions allows you to strategically determine what you need to do as a coach and what steps the client needs to take to achieve their goals. Strategic thinking involves considering both the present (“Now”) and the future (“Then”). Where are you now? Where do you want to be?
Using the Well-Formed Outcome Questions means you’re thinking and operating strategically. This is why we emphasize asking these questions sequentially. It serves as a strategic thinking tool to orient your client towards their ultimate goal and enables you to test the relevance of any emerging topics during coaching. You can conduct a “relevance challenge” to keep both yourself and your client focused on what truly matters.
Continuing to think strategically during coaching sessions is crucial to maintaining focus and effectively targeting the client’s desires. Do you strategize as you go? If so, you’re using the relevance of the client’s goal as your guiding star. Another strategic approach is to keep in mind where your client is in their Meta Place and how that aligns with their desired outcome. Clients often get sidetracked by their thoughts and emotions, leading them into irrelevant areas.
Thinking strategically means knowing where you are with your client. This clarity ensures you’re not lost or confused about what you’re doing and what actions to take. You understand where your client is at the moment, where they want to go, and the process required to facilitate their journey.
Curated by Danielle Tan.
Reference:
- [Meta-Coaches] 2024 Morpheus #37 STRATEGIC COACHING by L. Michael Hall, Ph.D. Executive Director, ISNS.
