Internal coaching is thriving in large and medium-sized organizations. Over the past few years, numerous authors have delved into the challenges faced by internal coaches and underscored the significance of supervision for the coach, the coachees, and the company’s benefit.
Ethics and Posture
Internal coaches, particularly those occupying managerial roles alongside their coaching responsibilities, often encounter conflicts of interest from various angles. They may have access to HR information affecting their coachees without their coachees’ awareness or may maintain dual relationships with their coachees’ hierarchy.
These circumstances can lead internal coaches to unconsciously align with management, thereby problematizing the client or prioritizing task-focused coaching to align with organizational needs, rather than focusing on the coachee’s developmental objectives.
Furthermore, the coach and coachee exist within the same system, potentially compromising the quality and depth of the coaching alliance:
Coachees may adopt a posture of wanting to appear competent, avoiding vulnerability, and inhibiting transformation and growth. Coaches may slip into a managerial or expert posture, diverting coaching toward problem-solving and mentorship, thereby neglecting systemic dynamics and external resources.
In a parallel process, internal coaches may resist sharing vulnerability and doubts during supervision, hindering their own learning and growth.
It falls upon the supervisor to establish a safe space where internal coaches can explore critical questions and potential pitfalls with trust and curiosity. Addressing the contracting process is pivotal: Is the professional context considered from a systemic viewpoint? How are coaching objectives determined? Has there been a tripartite meeting involving the coach, HR partner, and management?
« In supervision, the quality of the relationship enables us to feel safe enough to trust, take emotional risks, allow ourselves to be seen in our uncertainty and vulnerability, uncover biases, and see ourselves and others from fresh perspectives. » (SHOHET, 2011)
Internal Coaching Infrastructure
To bolster the quality of internal coaching, a robust professional infrastructure must be established early on. This includes dedicated sponsorship (lead coach, HR partner), a trained internal coaching workforce, and clear contracting between internal coaches and the organization.
Key aspects to consider in contracting may include:
- Time allocation for internal coaching.
- Boundaries to support confidentiality and coachee safety.
- Procedures for coachee recruitment and contracting.
- Supervision, professional development, and cost management.
- Ethical issue management and supervisor feedback mechanisms.
- Employee well-being and mental health support protocols.
Coachees’ Well-being
While internal coaches aren’t social workers, they are increasingly exposed to their colleagues’ suffering—stress, emotional distress, burnout—and may experience emotional reactions as a consequence. Legislation in many countries holds companies responsible for employee well-being.
Thus, it’s crucial for internal coaches to be aware of the regulatory framework and internal/external resources available to support their coachees, a topic that can be addressed in contracting with HR partners.
Professional Development
Internal coaches with external coaching experience can leverage diverse insights to fortify their posture and navigate organizational dynamics adeptly. However, many internal coaches, especially those working part-time, lack external practice.
Supervision sessions, particularly from external supervisors, can facilitate transformational learning and support professional development by:
- Reflecting on concrete experiences.
- Deepening awareness.
- Challenging assumptions.
- Integrating new practices.
HR and organizational development departments should encourage internal coaches to engage in continuous training and certification programs, as well as provide them with supervision sessions, preferably from external supervisors, to uphold the integrity of their internal coaching practice.
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