Is Bad coaching better than No Coaching?

It is good that Health and Wellbeing coaching and Executive Coaching are becoming more available within the NHS.  But what is the difference between the two?

A Health and Wellbeing coach in the NHS must complete an accredited four-day training course. This four-day course is designed to teach the skills needed to work safely and effectively within the NHS framework. Induction training in the individual work setting is also required.

Executive Coaches usually work with senior management and clinical staff. NHS Elect is an organisation which works with member Trusts to deliver programs that include Coaching and Coaching training. It does not approve or employ Coaches, but requires them to have achieved the ILM Level 7 qualification in Executive Coaching and Mentoring.

The ILM 7 qualification is the equivalent to a Master’s degree and commences with 6 days of formal training spread over 3 months, followed by a long essay, supervised coaching with a number of different clients and completion of a reflective log. The award is given following successful completion of these 3 modules. Coaches who have obtained ILM 7 are highly experienced, having coached many clients in different areas of work, within and outside the NHS.

There is clearly a world of difference between a 4-day theory course and a Masters’ level qualification. If ‘Coaching’ is suggested to you by your NHS organisation, it is important to consider what level of Coaching is being offered. Is your Coach is a relative beginner, having trained for the minimum 4 days as a Health and Wellbeing Coach, or an experienced Executive Coach with a high level qualification backed by considerable professional experience?  

Is current Coach training adequate?

Whilst a 4-day training course can provide a foundation in Coaching standards and competencies, experience of 1 to 1 Coaching (face to face or on-line), with appropriate supervision, is essential for any Coach to develop the necessary skills. Adequate training is much more than the initial 4 day theory course.

The NHS Coaching framework states that additional knowledge, skills, and training may be necessary (my emphasis) for coaches working in specialised settings or with specific groups.  It is recommended (my emphasis) that ongoing professional development and supervision should be part of a Coaches development. Regular supervision and CPD must be undertaken to maintain appropriate standards.

I am concerned that the terms ‘may be necessary’ and ‘is recommended’ do not contain any sense of mandate, and if not followed may result in some NHS staff providing in-house ‘Coaching’ services with no more than a 4-day theory course, with little coaching experience and no supervision. The effectiveness of coaching depends on many factors including the coach's skills, experience and supervision, in order to create a safe and trusting environment.  

A poorly or inadequately trained Coach cannot provide good Coaching.  

Bad coaching vs No coaching?

At its worst, bad coaching will lead to discouragement and Self-Doubt. A bad Coach will often focus on success, which can demoralise the Client. A bad coach may prioritise immediate results rather than the Client’s longer term personal development needs.

Bad coaches do not always communicate appropriately; they tell rather than ask, they offer advice which may be biased or related to institutional priorities rather than the Client’s personal development needs.  Giving advice is contrary to Coaching, which instead relies on providing a listening environment, with challenging and probing questioning, rather than providing advice.

Giving advice stifles the client’s ability to find their own solutions and grow. A good coach promotes the power of self reflection to allow the client to understand and develop their own solutions.

A bad coach may create a dependency between Coach and Client, rather than promoting the Client’s strengths and independence. The Client may become over-reliant on the Coach and fail to develop the necessary skills to overcome challenges on their own.

A negative experience of coaching will harm the Client’s motivation and confidence.

Without coaching, some individuals may be able to commence a process of Self-Discovery. Some will find the opportunity and motivation to explore their own paths and learn from personal experiences without external pressure. Self-directed exploration may sometimes lead to deeper insights and resilience. Not having a coach prevents exposure to potentially damaging coaching styles and harmful influences that could hinder personal growth or instill fear of failure.

While bad coaching can have detrimental effects on an individual's development, no coaching can allow self-exploration and personal growth without negative influences.

No coaching is preferable to bad coaching.

Whilst no coaching allows individuals to learn from their experiences without the added stress of ineffective guidance, it is a difficult process to follow on your own. Many individuals do not know where to start. Most need help and support to even embark on the process of self discovery. They need a Coach, in a listening environment, to identify their issues, ideas and potential solutions. These solutions may include new career choices outside their current employing organisation.

The ideal scenario is having a good coach who facilitates personal and career development.

How important is Confidentiality?

All Coaches employed by the NHS (whether in house or external) are expected to maintain confidentiality. The Coaching Contract, which should be agreed before Coaching commences (but sadly isn’t always), must include a commitment to confidentiality. However, whatever assurances are given by the Coach or the organisation, the Client must be confident that confidentiality will be maintained. Accredited and registered Coaches will have agreed to follow the EMCC Code of Ethics, to ‘maintain the strictest level of confidentiality with all client and sponsor information unless the release of information is required by law’.

Confidentiality enhances the Coaching process, as Clients feel able to freely discuss sensitive issues and challenges. Conversations have more authenticity as the assurance of confidentiality allows clients to shed their mask and reveal genuine thoughts and emotions. It allows deeper exploration as Clients feel able to delve into uncomfortable territory.

The perception of confidentiality by the Client significantly affects the outcome of coaching. There is a strong link between client-coach trust and the perceived effectiveness of coaching, with confidentiality playing a crucial role in building this trust. If you do not trust your Coach to respect your confidentiality, you are unlikely to engage fully with the process which is therefore likely to be ineffective.

Clients who believe that whatever they reveal will not be shared outside the Coaching relationship are more likely to open up about challenges they face, explore their vulnerabilities, reflect honestly on their experiences and engage in deeper self-discovery

This environment of trust is essential for personal growth and effective coaching outcomes. 

External vs. In-House Coaches

Most of the NHS’s efforts are based on training in-house staff to become Health and Wellbeing coaches. There is clearly a role for in-house Coaches with appropriate training and development after the initial 4-day theory course.

However Senior staff will not engage with in-house Coaching if they perceive that they cannot be open about the issues they have especially if these are with the organisation – for instance poor Team dynamics, perception of management interference, the consequences of whistleblowing, concerns about patient safety, poor personal motivation, lack of career focus, and burnout. The Client will not explore these issues if they fear that information may be fed back to the organisation.  

External coaches provide a greater perception of confidentiality as they are not part of the organisation's structure. In-house coaches might face challenges in maintaining strict confidentiality due to their position within the organisation and potentially the application of pressure on them from the organisation.

External coaches have an advantage in Trust Building, as clients will feel more comfortable sharing sensitive information with someone outside their organisational hierarchy. They have no organisational loyalties outside the coaching relationship, and the outcome of the Coaching process does not directly affect the Coach.

How should NHS organisations offer coaching?

Each organisation should clearly define confidentiality boundaries for Coaches, both external and in-house. These boundaries should be rigidly maintained in accordance with the EMCC Code. Each organisation should provide training on confidentiality practices for in-house coaches.

Organisations should employ external coaches with appropriate qualifications and registration, to coach sensitive Clients where perceived confidentiality is crucial, or where there are significant issues between the Client and the Organisation.

It is essential for organisations to regularly assess the effectiveness of their coaching programs, including whether issues of perceived confidentiality and trust are affecting the success of their Coaching programmes.

What is the way forward?

NHS Staff, especially those in Senior Clinical or Management positions, should welcome the increasing availability of Coaching within the NHS, and bodies such as NHS Elect, who offer support to NHS Member Organisations and to the Coaches they employ.

However Staff should be clear whether the Coaching is offered by well trained and accredited staff; Senior staff should only receive coaching from an Executive Coach with a high level qualification such as ILM 7.

Senior staff must be confident that their confidentiality is maintained at all times, especially if they are in conflict with the organisation.

The availability of external Coaches is essential in situations where the optimal solutions for the organisation and the individual may be different.

 

Trained and accredited Executive Coaches, external to your employing organisation, are ready to work with NHS staff. Most of us offer a free no-obligation conversation so that you can determine if Coaching is what you need. If you think I might be able to help, please use the link here to book a free discovery call. And if I am not the right coach for you, I wil direct you to someone who might be. .  

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