Consulting coach - a contradiction?

Many representatives from the coaching sector would immediately claim that the title “consulting coach” is a contradiction in terms. Because, the top priority of a coach must be that he or she does not propose any solutions or even entire concepts. Rather, through professional questioning and listening practice, the client should be enabled by the coach to articulate his challenges and goals himself and to independently recognize and define possible solutions as well as concrete measures. It is not for nothing that one of the standard works on systemic coaching by Sonja Radatz also bears the title “Advice without advice” (Beratung ohne Ratschlag).

 A theoretical derivation of the coaching approach is based on the terms "systemic" and "constructivist". In this way, every person constructs his or her personal truth based on his DNA, his own perceptions and experiences. He builds his own subjective map, so to speak, from ideas, convictions and points of view. A conversation partner - in case of doubt a coach - cannot even know this subjectively constructed truth of the customer. He can only guess or guess at parts of it. How then, should a coach accurately identify the customer's problem, let alone suggest the right solution or measure? In fact, giving advice can be highly misleading, false or potentially counterproductive. Because this is not based on the customer's constructed truth, but on the coach's own conviction of truth, which is certainly different from the customer.

Nonetheless, coaches are increasingly in demand, especially in business. “Coaching” seems to be booming and there are plenty of reasons for that. A company manager who gets his own results through professional coaching and decides on measures based on his personal convictions will also implement them holistically and very consciously and set an example. In particular, managers of companies that are facing a transformation need these qualities. Consequently, leadership skills can be improved less through advice and more through coaching. 

First consultant, then coach, or both together?

 Can a coach also be a consultant? Yes! Can a consultant also be a coach? Not necessarily! A consultant needs learnable tools and specialist knowledge. A coach also needs experience, social skills and noticeable seniority to be accepted by the customer.

 And this is where the crux of the matter lies, in which many coaches find themselves, especially at the beginning of their coaching career. They have already experienced and mastered so much in their (professional) life that they are tempted to believe that they understand the customer promptly and grasp their problem all too quickly. True to the motto: "I know, I've seen everything". He or she then gives advice immediately based on a trained adviser or manager reflex, and that is precisely what is not asked of a coach.

 And what is my personal attitude towards the consultant - coach definition? As part of the support for many complex transformation projects, I initially took on operationally responsible management positions, then management roles and later consultant functions. With increasing experience - without there having been a master plan - executives and company directors increasingly asked for my expertise as a sparring partner and then as a coach.

 So what would I call myself right now? A consultant with coaching qualities.

 Maybe you can already confirm this or you want to try it out. In any case, I look forward to an in-depth exchange with you.