Potential Scenarios
The following table suggests potential scenarios when a High Growth Coach might choose to adopt each of the roles undertaken by High Growth Enterprise Coaches. The list is not intended to be definitive, but to illustrate that it is possible to use more than one High Growth Coach Role to meet the needs of most scenarios.
Generally, the High Growth Coach will select one primary role such as the Coach and then depending upon the needs of the client, supplement this role with one or more of the other roles. For instance, during a coaching session, it might be pertinent to switch from the Coach role to the Advisor role. Consider the following dialogue:
High Growth Coach as a Coach: “Okay, we have uncovered a few problems. Let us turn our attention to identifying some potential solutions or at least some different ways of moving forward. So what do you think might be the way forward?”
Client: “I really do not have a clue. Ummm, I’m not sure I can come up with anything.”
High Growth Coach as a Coach: “What have you done in similar situations when problems have come up?”
Client: “I cannot think of any other times this or anything like this has happened. I really have no experience to relate this to, so I cannot begin to come up with ideas.”
High Growth Coach as a Mentor: “Not to worry. Two previous clients experienced similar problems a few years ago, would it help if I described what they did and the solutions that they used to resolve a problem not too dissimilar to this scenario?”
Client: “Yes, that would be good.”
High Growth Coach as Mentor: “Well they approached the issue in very different ways. The first carried out a detailed, step-by-step breakdown of the process and then …… The second decided to outsource the solution and commissioned a consultant to design and implement a complete bespoke solution. “
Client: “Which one achieved the best results?”
High Growth Coach as Mentor: “Well they both achieved the outcomes they needed, it is just that the second client did not have the time to develop and implement the solution themselves, so they decided to buy in a specialist service. I did not undertake the consulting work, but I did help to draw up the service specification and the criteria used to assess all of the tenders submitted by potential suppliers (i.e. High Growth Coach as a Broker).”
Client: “Which do you recommend I should choose?”
High Growth Coach as an Advisor: “I think before you make any decisions, you need to consider x, y, z. This will involve analysing the root cause of the problem, identifying different
Client: “That sounds like a time-consuming task and I need to resolve this issue as soon as possible. Surely you could do this for me and come back with your recommendations. “
High Growth Coach as an Advisor: “Okay, I would be happy to carry out the initial investigation and to present you with my best advice and recommendations, but I am not the right person to implement the solution. If this is what you want I can put together a short proposal setting out a plan together with an indication of how much it will cost for me to do this work for you. Ultimately, I can advise you on the merits of different solutions, but the final decision needs to be yours.”
Depending upon their experience, education and training, most High Growth Enterprise Coaches have a preferred High Growth Coach role. If, for instance, a High Growth Coach had a strong consulting background, their preferred High Growth Coach role is likely to be that of the Consultant. If they have a strong financial background, they often focus on the financials when working with clients.
“I recall when I was working as a business advisor many years ago being surprised that after conducting a diagnostic review, so many of my colleague’s clients appeared to have similar needs. For instance, Eric’s clients more often than not required help with implementing performance management and appraisal systems; Jane’s clients often needed assistance with credit control systems; and Richard’s clients often sought help with marketing. It was only when I found out that Eric used to be a personnel manager, Jane worked in finance and bookkeeping and Richard was formerly a marketing manager that I realised their advice was influenced by their experience and expertise. High Growth Coaches cannot let this happen and must be lead by the needs of their clients”.
John Moore, Managing Director, Exponential Training & Assessment
High Growth Enterprise Coaches should adopt a client-focused approach to the selection of the most appropriate High Growth Coach role based upon the client’s needs rather than their own history and preferences. Alternatively, High Growth Enterprise Coaches can use their preferred roles to differentiate themselves from other High Growth Enterprise Coaches.
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