Core Competency #7: Evokes Awareness

Awareness is defined by Cambridge Dictionary as "knowledge that something exists, or understanding of a situation or subject at a present time based on information or experience". The 7th Core Competency listed by ICF is "Evoking Awareness", and together with the 6th Core Competency "Listening Actively" fall in the subcategory of Effective Communication and focuses our attention on practical client-centred coaching techniques.

In Episode #10 of the Catalyst Coaching Certification Programme, Coach Ken Ng led us through introductory tools, using the check-in to gauge how self-aware we are. We first examined our emotions generally, then separated them between positive/ pleasant and negative/ unpleasant and then looked at how emotions could affect one another. This suggested that an awareness of our emotions could lead to understanding of our emotions, and then move to change or a shift and to eventual mastery.

He then introduced the concept of experiential learning through direct transfer, indirect transfer and fantasy before briefly touching on Magical Questions. Fundamentally, these are tools and techniques to help evoke awareness, which then segued into a discussion of the Competency and what it entails (They were very helpful.Thank you Coach Ken!)

Core Competency #7 equates 'Evokes Awareness" with facilitating client insight and learning" and suggests that powerful questioning, silence, metaphor and analogies might be possible tools and techniques for use. The elaborations of the competency are again expanded in my reflections below.

Reflections

1. Evoking & Awareness

   1. I find it interesting that the verb Evoking is used instead of Creating as most of the time, we tend to say that awareness needs to be created. To Evoke is to bring to conscious mind a feeling, a memory or an image and it is first about establishing what is there - what his way of thinking, his values, needs, wants, and beliefs are. This is also referred to later as "a current pattern of behaviour, thinking and emotion".

   2. It is when the Coachee understands fully that he has been operating from this world view, which either supports or hinders change that he can make decisions that stick. An analogy might be that if someone wants to build a structure, he doesn't need to build from scratch but chooses materials which can still be reused from the old structure, cleans it up, discards what is not useful and then begin to build. Otherwise, if he is using the old materials, the structure will be weak.

2. Calibrating to find an effective approach

   1. We are to consider "client experience when deciding what might be most useful. Although there is mention of general tools and techniques such as asking questions about the client, challenging, sharing and inviting to share and this suggests that not all tools might be effective. There is no magic formula or a template for coaching for each session or across the sessions. There should not be the Coach's Style or a fixed sequence of coaching actions.

   2. We are to notice what is working in order to enhance the progress and adjust the approach accordingly. This reinforces the fact that the coach must be very present in that coaching space and stays observant all the time. An analogy here would be how someone cracks open an old safe. He would need to listen carefully as he turns the dial in one direction to hear the 'click' and then turn the dial in the other direction till we hear the next click. Repeating carefully in progression would then open up the safe. In the same way, we need to hear to either press in or modify so that it is the 'same question, asked differently' so that the Coachee gets a new perspective each time.

3. Challenging a Client

   1. When we hear the word 'challenge' we tend to think that this suggests an aggressive confrontational approach and therefore shy away from challenging. However, a challenge may be a gentle invitation to review his comfort zones and why these might be limiting him.

   2. A Coach is to provide a safe space for a Coach but not a comfort zone. The Coach is there to help his Coachee think better and not necessarily feel better.

   3. By reflecting back to the Coachee, we are supporting him to validate his views to that he can be mindful of possible issues which might derail his progress.

   4. This would then prepare the Coachee to explore beyond current thinking and reframe his perspectives and receive feedback in the form of the Coach's observations, insights and feelings.

4. The Present and The Future

   1. I noted that there were many time references - current thinking, experience in the moment, current and future patterns, move forward, new learning. Essentially, a person seeking the help of a Coach wants to progress and move forward. Evoking Awareness helps him see what might be a past strength or experience he can tap on to move forward or a limiting belief that he needs to see and unshackle himself from.

   2. He is then free to generate ideas for himself as he reframes his perspectives. It is the practical action plans which manifest how much his awareness has increased.
      

Final Takeaway

I particularly like this competency because from Awareness flows the power and promise of Change. Developing Awareness can be a painful process mainly because we prefer to stay safe and most dare not to go boldly where no man has gone before. The role of the Coach is critical as the Coachee might not be able to see what limits him unless it is clearly held up. If as Coaches we are not self-aware or aware of the Coachee, how can we help him move forward?

This Competency is where I see the metaphor of a dance being so apt in describing the coaching relationship. It is a partnership where each responds to the other, in sync with the beat and in a kind of a flow. If however, the Coach is not mindful of his partner, this might be what it will look like.

Coach Maire, dancing out the door!