The International Coaching Federation (ICF) – the leading global organization for coaches and coaching – defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity and leadership.”

There are many reasons for leaders and teams to work with a coach.  These include: 

• Regular and dedicated time and space for self-reflection and professional growth in a busy, distracted world.
• Achieving clarity on what truly matters . . . and understanding what to do about it.
• Perspective taking, reframing, and letting go of or working through the stories we all tell ourselves.
• Accountability and motivation for meaningful change.
• A supportive and fully committed partner who will not only ask powerful questions, but also share important observations and different perspectives. 

It’s also OK to decide that now is not the right time to work with a coach.

Maybe you’re TRULY flat out and lack the time or mindspace.  (Though we coaches reserve the right to lovingly challenge the default state of “busyness”.)  Maybe you’re feeling raw and not open to feedback at this time. (Even we coaches have these moments!)  Or maybe there are larger issues at play (a health scare or a new baby).  

An Impassioned Plea to Leaders 

One of the worst well-intentioned acts is to try to impose coaching on someone who is not ready. Another is to assume that a team member is not open to personal or professional development because they decline an opportunity for coaching.  Instead, suspend judgment and get curious (but don’t pry!). Could it be fear?  Personal issues or distractions?  Low trust?  Permission to opt out is just as important as the opportunity to opt in.  Give them the benefit of the doubt that instead of “NO!” the answer is “Not now, thanks!”

If you decide partnering with a coach would benefit your leaders, your organization or yourself, we recommend considering an ICF-credentialed coach.

ICF-credentialed coaches have met stringent education and experience requirements, and have demonstrated a thorough understanding of the coaching competencies that set the standard in the profession. They also adhere to strict ethical guidelines as part of ICF’s mission to protect and serve coaching clients.

To learn more about the benefits of working with an ICF-credentialed coach, please visit https://coachingfederation.org/find-a-coach

We know that it can be overwhelming to find the right person with the right skillset and approach for your team.  Here’s how we suggest proceeding:

Be clear on the differences between facilitation and training.  If a trainer is a “sage on the stage,” a facilitator is more like a “guide on the side.”  A trainer is a content expert who imparts specific knowledge to an audience while a facilitator guides participants in a more participatory and collaborative experience that focuses on collective insights/solutions rather than pure skills or knowledge.  

Phone a friend. One of the easiest and most effective ways is to solicit referrals from someone who knows a good facilitator AND you and your team.  (Conversely, if you are pleased with a facilitator you’ve worked with in the past, know how much we appreciate your referrals!).

Have a clear purpose/intention.  What’s your core objective – and what would success look like?  Is there a specific problem on your team (conflict, lack of trust, need to increase collaboration, skill deficits); or do people simply need a chance to connect and get to know each other on a human level? Feel free to ask the facilitator for their insights into workplace culture issues/trends if you feel stuck; we’re happy to share broad observations as long as we can preserve client anonymity.  

Be clear (and open) about your non-negotiables.  Are you flexible on format?  (Intelektularo almost never leads hybrid experiences as they are rarely balanced/equal for participants.)  Even the “little” things matter.  Do you expect white glove experience, meaning that everything from program development to facility and equipment rental is taken care of by someone else?  Or do you prefer someone who is willing to partner with you to lower out-of-pocket costs such as printing and F&B as far as possible? 

Clear dates/travel requirements up front.  Be clear from the beginning if there is a fixed date that can’t be changed or travel required. Nothing is more frustrating for both a client and a facilitator than to get all the way through a proposal. . . only to realize that there are calendar conflicts.  

Schedule conversations with your top prospects (not just email.)  Look for active listening.  Are they asking questions that get to the root of the challenges, opportunities and culture of your team?  Or are they trying to “sell” you a prepackaged solution? 

Find someone who matches (or meaningfully challenges) your team’s energy.  Think of two pianists on a stage.  You don’t want them to be clashing or discordant; nor do you want them to hit exactly the same notes at the same time.  Rather, seek harmony.  

Focus on longer-term impact, not just the experience in the room.  While a top-notch live experience is important, you’re investing a significant amount of time and resources on insights that stick and meaningful commitment that enhance team dynamics. 

Still stuck on where or how to start?

There are a number of facilitator organizations from the global IFO to the local Mid-Atlantic Facilitators Network.