The term "coach" usually conjures up a vision of a hard-driving leader who prods professional athletes to consistently perform at their peak. These coaches work with the team to ensure that the group operates in harmony, effectively executing each play. Coaches are frequently judged not on the performance of an individual player, but on the team's overall outcomes.
A different kind of coach - called a professional coach, executive coach, or leadership coach - can be found on the playing fields of corporate America. These coaches, like their counterparts in sports, provide support for individuals and groups that are striving to be their best. Unlike athletic coaching, business-focused coaching is relatively new. As a result, there is some lack of clarity and understanding of the role of a coach in a business setting and the nature of the support that he or she provides.
A coach is different from a consultant
The distinction between coaches and consultants lies in the actions and solutions that result from their involvement. Coaches help individuals or groups clarify issues, identify gaps, and arrive at their own solutions. Consultants, on the other hand, apply their own expertise to frame an issue and recommend the best course of action. Neither approach is better than the other. The nature of the situation or issue often determines when the coach’s technique is preferred over a consultant. In some circumstances, it could be wise to use a coach and consultant concurrently.
A coach’s approach has value
It may be puzzling to consider hiring an individual who does not purport to have the answers to issues or challenges. However, the true value of a coach lies in the subtle nuances of the process used to reach solutions. Using an approach that emphasizes partnership, the coach applies highly specialized listening, questioning and analytical techniques that help the individual or team discover the true issues and identify effective solutions. Alternatively, consultants listen, diagnose and prescribe the process to follow. A study on coaching, published in 2003 by the Consulting Psychology Journal, shows that solutions generated by those who must implement and sustain them are more effective in the long run.
When to use a coach versus a consultant
A coaching approach is particularly effective when a shift in behavior or process may be needed. For example, a coach can provide excellent support for a manager who wishes to change his or her leadership style. Work teams who want to maximize their effectiveness or improve communication can be assisted by a skilled coach. Coaching is also useful when the problem or challenge is not immediately clear.
The consultant’s advice has value when rapid action is needed, such as in a crisis. A consultant’s expertise is appropriate for tactical or task-oriented activities, for example in the design of compensation or benefit plan.
In many situations, the blended approach of a coach and a consultant can be extremely effective. Consider the case of a work team that has identified a need to improve communication. The coach may uncover issues beyond communication that need to be addressed, while the consultant can design a new communication strategy and assist the team with implementation. Multi-skilled individuals who possess both coaching skills and consulting expertise can have value in certain situations, but a definitive line has to be drawn when the coach shifts into the role of consultant. Unless the advisor is explicitly clear about the role he or she is serving at any given time, the most effective solutions - the team’s own – may be minimized or never identified.
Coaching is an emerging service that has value for businesses and individuals, by facilitating a process to identify true issues and develop effective solutions. Coaching differs from consulting, but neither is inherently better than the other. The decision to engage a coach versus a consultant depends on the situation. In some cases, the two services can be leveraged together for maximum benefit.
References:
Right Management. "Leader Coaching: A New Model to Accelerate Performance" Leadership Insights, 2011
International Coach Federation. Coaching FAQs. http://www.coachfederation.org/clients/coaching-faqs
Wasylyshyn, Karol M. "Executive Coaching: An Outcome Study" Consulting Psychology Journal, vol. 55, p. 94-106
Belles, Cheryl C. "Blending Consulting and Coaching for Real Value" Consulting Today, 2000
Lillian LeBlanc - Ms. LeBlanc is an HR exeutive, commercial pilot, skilled public speaker and published author. She holds an MBA.
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