How to Coach Yourself and Others Techniques For Coaching | Seite 343

Respect usually leads to liking, and liking - on further acquaintance can lead to trust. Of course, it can be argued that you do not have to like
someone in order to trust them, but it certainly helps. Trust is the
essential ingredient of any good coaching relationship - without it, the
client is not going to tell you, the coach, those confidential things that
may be necessary to allow you to be of real help. Equally, if they are
leading a team, a family or working with their boss or customers, they
will need trust relationships in order to succeed.
Freedom
The question of freedom is often explored. Generally, in most happy
relationships, people don't live in each other's pockets! The healthiest
and happiest relationships are those where both partners give each
other freedom to enjoy life apart from each other. It is important to
have friends and activities that each can enjoy on their own. Freedom in
a relationship is allowing each other to keep a sense of self. There is a
huge difference between thinking for two and thinking as two. Freedom
is also about not expecting the other person to be a clone of you and
respecting the other's rights to have different opinions, likes and
dislikes. Time for reflection and just being alone is good for healthy
relationships. It gives you time to think things through and make
changes, and to dream and plan for the future. This is just as relevant in
a business relationship, where the level of empowerment you give or
receive is significant. A key question to ask is, 'What is freedom for you
and how would you know you had it?' It may be totally different for
different people. Here is an example:
Two current director-level coachees have both been empowered by the
same CEO. One has a 121 meeting with the CEO once a month and is left
to his own devices to manage his business, lead his team and make
strategic decisions. The other is new to the role and within the vital first
hundred days of a new role. He has 121 meetings with the CEO each
week, they jointly agree strategy and direction, and the director feels
totally supported. The CEO supports him in understanding the political
environment and the key stakeholder relationships that will be fruitful.

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