Over the last two years I have been engaged in an internal and external coaching capacity, which has caused me to reflect on the strengths and weaknesses of both approaches. Internal coaches are normally defined as having a coaching identity within their organisation. Mostly, this is alongside another nominal role which tends to blur the relationship between the coach and their counterpart (St. John-Brooks, 2018, p.20). External coaches are defined as being extensively trained and being engaged on a contractual basis for a specific time period and purpose (Bruce-Foulds, Clark & Ray, 2017, p. 232).
During debriefs I have asked coaching counterparts their thoughts and two de-identified comments below are quite insightful in determining the difference.
Internal Coaching
“The coaching sessions were useful in getting my thoughts out in the open, but I always felt guarded because the coach was part of the organisation and occupied a more senior position. I sometimes held back because I didn’t want to be seen as gossiping and wrestled with what might be deemed inappropriate to discuss with a line manager.”
External Coaching
“Having a coach from outside the company really allowed me to speak honestly with the issues I was dealing with. It was empowering to know that the coach was a sounding board for me personally. This was supported by it being a confidential conversation where the coach did not have a relationship with work colleagues I mentioned, nor a vested interest in pushing the corporate agenda. What I found really advantageous was the coach being from outside but experienced on the inside through having worked in the same profession for many years, and in various capacities. The coach asked me specific and relevant questions about the issues I presented, which had been lacking during sessions with other coaches.”
What is the best approach: internal or external coaching? Is greater success for the counterpart possible if the coach has knowledge of the industry? Perhaps this is not the case? I would be really interested in your views.
For me, the last two sentences in the second extract demonstrated that coaching can be even more effective when it is externally sourced, and the coach has a deep knowledge of the counterpart’s industry. This is not to suggest that coaching cannot be highly effective internally, and also externally by coaches with no experience of the counterpart’s industry. We are trained to compartmentalise bias and prejudice before coaching conversations to de-baggage, use clean language and facilitate the introspective journey of the coaching counterpart. Also, generic open questions that traverse the integral landscape of systems, relationships, behaviours and values will always induce reframing of issues and awareness of new perspectives. However, industry-informed questions frequently induce deeper reflection within the coaching counterpart, especially when navigating systems, processes and the common political nuances and complexities of relationships in the organisation. Coaches sharing the same occupational experience intuitively understand common issues and challenges, the jargon, symbolism, cultural markers, and the knowing glance or pause in speech revealing the unsaid. Radio-field listening is upped a notch.
The evaluation below outlines the strengths and weaknesses of external and internal coaching, which I have experienced in both capacities.
Personally, I feel fortunate to have a broad background in education, leadership, legal and corporate business. I acknowledge how this experience has contributed to a more technical and insightful approach to coaching conversations in those sectors, and the noticeable breakthroughs counterparts’ have had in their thinking and challenges. I believe that this has led to more outstanding successes for counterparts in these arenas compared to coaching in sport, military or healthcare for example. I am fortunate that Ged, my partner at KCM 80-20, has extensive experience in those fields and is an excellent resource to learn from.
If you would like to further discuss the benefits of engaging external coaches and mentors for your organisation please get in touch. We would love to help.
REFERENCES
Leedham, M., & Parsloe, E. (2017), Coaching & mentoring: Practical strategies for developing learning and performance, (3rd Ed.). Kogan Page Ltd.
St-John Brooks, K. (2018), Internal Coaching. In T. Bachkirova, D. Clutterbuck, & E. Cox (Ed.), The complete handbook of coaching (pp. 295-311). Sage Publishing.
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