On Client Engagement
I once presumed that, within coaching, client engagement could be taken for granted. After all folks are paying good money for the experience, and it’s a way for them to grow and prosper in ways that are important to them. So of course they’re going to keep up with the materials, heed coach’s advice, complete all assignments and follow through on action plans, right?
If you’ve been coaching a while you’ve probably had a handful of such A-students of the process: those who put in their work as though the quality of their life depended on it, and were accordingly rewarded for their diligence with the results they sought.
But not everyone who is coached has all of the will, the wherewithal, and the confidence in the process to follow your guidance with such high fidelity. This is just as true for individuals who undertake being coached of their own volition as it is for individuals participating in some form of company-mandated training program.
We could say that the success of coaching is the product of how good the direction is (expertise, content, fit with the client) and how engaged the client is with that direction. This probably makes intuitive sense: you can have the greatest coaching methodology in the world, and if the engagement is nil or negligible it won’t make a difference.
One way to look at client engagement is that it simply lies within clients themselves: some are sufficiently motivated and in a good place to take advantage of the process, and others just aren’t.
But building CoachAccountable and helping hundreds of coaches over the last two years has given me evidence that there’s more to the story. The degree to which a client engages with a given coaching program is actually quite malleable, and is intimately tied to how the program is structured and the ways by which a client can participate.