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Thoughts for your chemistry calls
The beginning of a coaching relationship
Setting Expectations
It's a chance to set expectations for both sides and for the coach and client to get to know each other and what they're hoping to achieve from the coaching process.
It helps the coach understand coaching readiness and motivation
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It can vary in length, but the most important thing is to give the client a chance to experience rapport and connection with the coach. They need to feel like they can trust the coach and that they're a good fit for the coaching process
Goals
Research shows that the task and the goal aspects of the working alliance are strong predictors of positive coaching outcome. ​The coaching relationship is an inherently goal-focused one and goals are an integral part of coaching.
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Cochran and Tesser define a goal as “a cognitive image of an ideal stored in memory for comparison to an actual state—a representation of the future that influences the present—a desire.” Similarly, Austin and Vancouver describe a goal as “an internal representation of desired states or outcomes.”
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Knowing how and when to set goals is a critical skill. It involves being able to gauge a client’s readiness to engage in a robust, explicitly goal-focused conversation, as well as recognizing when it is more appropriate to work with vaguely defined or more abstract goals. Developing a solid understanding of the multifaceted nature of goals allows coaches to tailor their approach, support motivation, and guide clients more effectively toward meaningful outcomes.​
For more reading on this,
Palmer, S. and Whybrow, A. (2019) Handbook of coaching psychology: A guide for practitioners. 2nd edn. London: Routledge.
Motivation
Research shows that coachees that have higher motivation will experience more positive outcomes from the coaching
Lack of motivation may show up as clients feeling they don’t have the time to invest in coaching, not believing in the value of coaching itself, doubting that coaching can impact their specific goal, or perceiving the coaching as a form of punishment imposed by the organization.
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This may be reflected on the answers (how lengthy and honest they are), the effort in between sessions.
The good news is that the coach can positively influence motivation by reinforcing the credibility of the coaching process (demonstrating that the coaching can have a positive impact on helping them achieve their goal) and establishing their own credibility as a coach (showing confidence and ability to facilitate that achievement). This is not reciting testimonials, but sharing what can be expected and how the coachee needs to contribute.
For more reading on this,
Jones, R.J. (2020) Coaching with Research in Mind. Routledge
Watchouts
A common mistake that coaches make on chemistry calls is to focus on what coaching is and isn't. Instead of focusing on coaching the client and letting them experience what a coaching conversation feels like.
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Focus on the experience, it's not about showing off the coach's power, but rather the intrinsic value of the coaching process.
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Don't let time guide the session, Chemistry calls can vary in length, but the most important thing is to give the client a chance to experience rapport and connection with the coach. They need to feel like they can trust the coach and that they're a good fit for the coaching process.
Some tips
Coaching is a proven, evidence-based workplace intervention that helps people to:
Start by asking the client what they hope to achieve from the coaching relationship. This will help you to tailor the call to their specific needs.
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​Be present and engaged. Listen attentively to the client and ask clarifying questions.
Offer support and encouragement. Let the client know that you believe in them and that you're there to help them succeed.
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Be honest and direct. If you don't think you're a good fit for the client, be upfront about it.
End the call on a positive note. Summarise the key takeaways from the call and leave the client feeling hopeful and inspired.
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PEERS