A skilled counsellor or coach may observe several aspects of their client during a session to better understand their needs, behaviours, and the potential ways to guide them towards their goals. These observations can be categorized into different areas:
- Verbal Communication: The coach listens to the client’s choice of words, tone of voice, and the content of what they say. This helps in understanding the client’s current emotional state, concerns, and perspectives. The coach may note any recurring themes or language that may indicate underlying issues or beliefs (Passmore & Fillery-Travis, 2011).
- Non-verbal Communication: This includes body language, facial expressions, gestures, and posture. Non-verbal cues can often reveal more than what is being verbally communicated, indicating the client’s true feelings or reactions that they may not be verbally expressing (Rogers, 2012).
- Emotions: A coach observes the emotions displayed by the client to gauge their emotional intelligence, resilience, and how emotions influence their decision-making processes. Emotional reactions can also signal the client’s passion for or resistance against certain topics or actions (Green, Oades, & Grant, 2006).
- Energy Levels: The client’s energy level during the discussion can provide insights into their motivation and enthusiasm towards their goals or the coaching process itself. Fluctuations in energy can also indicate areas of personal significance or stress (Whitworth, Kimsey-House, & Sandahl, 2007).
- Values and Beliefs: Through careful listening and questioning, a coach might deduce the client’s core values and beliefs that drive their behavior. These are crucial for aligning the coaching goals with the client’s intrinsic motivations (Williams & Davis, 2007).
- Cognitive Patterns: A coach may observe patterns in how the client processes information and solves problems. This includes noticing any cognitive biases or fixed mindsets that could be limiting the client’s potential or affecting their decision-making (Stober & Grant, 2006).
- Readiness for Change: Assessing the client’s readiness to change is vital for a coach to tailor their approach. This involves observing the client’s willingness to engage in the coaching process and to take actions towards their goals (Prochaska & DiClemente, 1983).
- Interpersonal Dynamics: How the client describes or interacts with others during the session can provide insights into their interpersonal skills and any recurring issues that may arise in relationships with others (Kauffman & Scoular, 2004).
These observations help coaches tailor their methods and suggestions to fit the individual needs and circumstances of their clients.
References
- Green, S., Oades, L. G., & Grant, A. M. (2006). Coaching psychology manual. Philadelphia, PA: Lippincott Williams & Wilkins.
- Kauffman, C., & Scoular, A. (2004). Toward a positive psychology of executive coaching. In P. A. Linley & S. Joseph (Eds.), Positive psychology in practice (pp. 287-302). Hoboken, NJ: John Wiley & Sons.
- Passmore, J., & Fillery-Travis, A. (2011). A critical review of executive coaching research: a decade of progress and what’s to come. Coaching: An International Journal of Theory, Research and Practice, 4(2), 70-88.
- Prochaska, J. O., & DiClemente, C. C. (1983). Stages and processes of self-change of smoking: toward an integrative model of change. Journal of Consulting and Clinical Psychology, 51(3), 390-395.
- Rogers, J. (2012). Coaching skills: A handbook. Maidenhead, UK: Open University Press.
- Stober, D. R., & Grant, A. M. (Eds.). (2006). Evidence based coaching handbook: Putting best practices to work for your clients. Hoboken, NJ: John Wiley & Sons.
- Whitworth, L., Kimsey-House, H., & Sandahl, P. (2007). Co-active coaching: New skills for coaching people toward success in work and life. Palo Alto, CA: Davies-Black Publishing.
- Williams, P., & Davis, D. C. (2007). Therapist as life coach: Transforming your practice. New York, NY: W. W. Norton & Company.
