When working with a leader in an organisation, a coach adopts a distinct approach compared to a therapist, particularly when addressing anxiety, automatic negative thoughts, and habits. While both aim to help, their methods and focus differ significantly. A therapist, working with a client who is usually paying, may be open to exploring whatever is needed for that individual, including trauma. However, a coach typically works with a client who has been referred by the organisation, with the goal of improving work performance. This difference in context shapes the interaction and the strategies used. The focus of this response is on the coaching context.
Key differences in a coaching approach include:
- Performance-Oriented Focus: Coaching is primarily focused on enhancing a leader’s effectiveness in their role and improving work-related outcomes. While a therapist may address root causes of anxiety, a coach focuses on practical steps that can help a leader perform better and function more effectively. The aim is to equip the leader with tools that can be applied immediately to improve their performance, thinking, planning, and leadership. This can include clarifying goals, improving communication, and enhancing decision-making skills.
- Future- and Solution-Focused Approach: Coaching is forward-looking, focusing on creating a desired future state rather than dwelling on past problems. In contrast to therapy which may examine the past, coaching uses a solution-focused approach, which looks at how a client will be different when their problem is solved. This might include identifying the leader’s preferred future, and using strengths and resources to create that future. It can also involve helping the leader to identify what they want to have instead of anxiety.
- Empowering the Client: Coaches believe the client has existing abilities and resources. The coach’s role is to facilitate the leader’s ability to solve their problems. The coach is not the expert, the client is. The client is invited to share their knowledge and expertise. Unlike therapy where the therapist may give advice, coaching is about asking questions that invite self-reflection.
- Emphasis on Action and Accountability: Coaching often includes an accountability element. The leader is guided to take action and is held responsible for progress toward their goals. This may involve encouraging a leader to test negative predictions behaviourally. It can include helping a client to develop coping strategies to use in the longer term. In coaching, clients decide when to conclude therapy.
Addressing Automatic Negative Thoughts and Transforming Habits:
When a coach helps a leader with automatic negative thoughts, this is done within the context of improving their work performance. A coach would focus on strategies to challenge negative self-talk and create positive habits. This may include:
- Challenging Negative Thinking: A coach may help the leader to recognise negative thinking patterns and to evaluate them using evidence, which can help to create a more balanced perspective. This could be through exploring the process of thinking. It is not about replacing a thought with a “positive” thought, but changing how the leader relates to thoughts.
- Identifying Triggers: It can be useful to work with the leader to identify triggers that lead to negative thoughts and anxiety. The next step would be to develop strategies for managing those triggers in the workplace.
- Reframing: Coaches can help the leader to reframe situations to manage or reduce anxiety. This may include using different perspectives. Reappraisal can become easier with practice.
- Developing Coping Mechanisms: Clients can learn to recognise tension and anxiety early, so they can proactively manage it before it becomes overwhelming. Coping strategies may already be present for a client.
- Establishing New Habits: Using their values as a guide, clients can work on establishing new and more positive routines that support their work performance and overall well-being. This may include goal-setting, time management and stress management.
- Building Confidence: Coaches can support the leader in choosing a state of mind they want to embody, at will. This may include identifying personal strengths and building on them. A coach may also ask the client for advice on how to help others.
What Coaches Should Do and Pay Attention To:
- Client’s Theory of Change: In a coaching relationship, it is the client’s view that is important. A coach should pay attention to what the client wants and how they think change occurs.
- Work-Related Goals: The coach should focus on work related performance goals, even though there may be personal benefits.
- Language and Framing: A coach needs to be mindful of how they frame their coaching session, keeping in mind the purpose and context of the session. They may also need to use different approaches to engage their clients.
- Collaborative Approach: It’s important that the client and coach work together, co-constructing the dialogue. The coach should stay “one step behind” their client and look in the same direction.
- Recognising Subtle Signs: A coach should be aware of subtle signs of control or avoidance, and then make the client aware of the consequences of those actions.
- Client Autonomy: A coach works in a way that preserves the client’s autonomy, with the aim that they leave feeling more in control.
Executive Summary:
Leadership stress management coaching: Coaching leaders for stress requires a distinct approach, focusing on performance enhancement and practical solutions for a work environment. Unlike therapy, which may delve into the past, coaching is future-oriented and emphasizes action and accountability. Coaches help leaders challenge negative thinking, transform habits, and build confidence within the framework of their work-related goals. The coach’s role is to empower the client, facilitate self-discovery, and support them in moving toward a preferred future. Key coaching strategies include reframing, developing coping strategies, and focusing on what matters most to the client. The coach and client work together, co-constructing the dialogue and action plan.
Tags: leadership coaching, stress management, performance, solution-focused, negative thoughts, habit transformation, client empowerment, work-related goals, executive coaching