Underpinning beliefs: Leader as Coach series

As we bring this series for the Leader as Coach to a close, let’s reflect on some underpinning beliefs that support the application of the ICF competencies.

These beliefs guide our actions and keep us acting in the best interest of our people.

As the leader, we can sometimes be torn between the needs of the business and the needs of our people.

Coaching requires us to put the people squarely at the centre of the picture, recognising that if we get it right for the people, we get it right for the business.

As coaches, we believe that:

  • Everyone is resourceful, creative and whole; that is, they have their own answers and we don’t need to rescue them

  • Our role is to enable them to become an independent, critical thinker; they’ll grow more as a human and as a worker by strengthening their own thinking muscle

  • We enable them to step into the fullness of who they are and who they wish to become

  • They are motivated by autonomy, mastery and purpose and we can help them to attain those things at work

  • The contract gives us direction, and will lead to more transformational thinking than an ordinary conversation


What else would you add as underpinning beliefs for Leader as Coach coaching to be transformational?

To catch up with the full series of Leader as Coach posts, read on…

Meeting ethical guidelines and professional standards

Establishing the coaching agreement

Establishing trust and intimacy

Coaching presence

Active Listening

Powerful Questioning

Direct Communication

Creating Awareness

Designing Actions

Planning and Goal-setting