Your team members are resisting coaching intervention. How can you engage them fully in the process?

Sometimes it happens if a senior manager orders coaching for his/her manager and they do not perceive it as a gift but rather as an expression of incompetence. that they need extra help. Then we clarify my positions and their situation and I try to visualize how it would go and what it would give him. I do not create any pressure. Not even suggestive persuasion. Rather, an invitation to explore this opportunity.

To engage resistant team members in coaching, start by clearly communicating the benefits and goals of the intervention, emphasizing how it aligns with their personal and professional growth. Involve them in setting the agenda to give them a sense of ownership. Build trust by listening to their concerns and addressing them openly. Use small, manageable steps to show early wins, which can build momentum. Finally, celebrate progress together, reinforcing the positive impact coaching can have on their success and the team's overall performance. 🌟💪

You can't. The reality is, you can only truly help someone who is open to being coached. After working with thousands of individuals who initially express a desire to improve, the reality is that not everyone is willing to put in the necessary effort. If, despite your best efforts, they don’t respond to coaching, it may be time to part ways. This ensures you're protecting your business from further loss while focusing on those who are committed to growth.

Setting clear goals is the cornerstone of every coaching intervention, but in my experience what helps even better to overcome team resistance - is to make the team actively participate in goal setting and letting them see what's in it for them. You want to avoid the push and create the pull effect instead.

Definir metas claras é fundamental para conquistar o comprometimento da equipe no desenvolvimento de pessoas. Demonstre como os objetivos do processo estão harmonizados com o aprimoramento pessoal de cada membro e com a visão estratégica da empresa. Quando todos compreenderem o que esperar e como podem se beneficiar, o engajamento se eleva. Metas transparentes, que ressoem com as aspirações individuais, auxiliam a transformar a resistência em motivação. Isso não só fortalece a adesão ao desenvolvimento de pessoas, mas também cria um caminho mais fluido para o crescimento individual e organizacional.

Involve them in the goal-setting process by encouraging them to reflect and define what they hope to achieve through coaching. This approach empowers them by giving a sense of ownership and control over their own development, which enhances motivation and commitment. When individuals feel that their input matters, they are more likely to engage actively in the coaching process. Use the SMART framework—Specific, Measurable, Achievable, Relevant, and Time-bound—ensures that the goals set are not only clear and actionable but also realistic and aligned with both personal and organizational objectives. This method provides clarity, instills confidence, and gives a defined sense of direction as they work toward meaningful, attainable outcomes.

Toda intervención de Coaching debe tener un objetivo claro de desarrollo y debe dirigirse hacia lograr un cambio permanente en una función sustantiva de la persona, cuando es así y el proceso es bien llevado, el impacto será más visible y digno de reconocimiento y provocará un mayor interés por continuar en procesos futuros.

Contrary to popular advice, the best way to get people on board with your leadership is not to set clear goals for them. It is to allow them to contribute to the goal-setting process. This empowers people and gives them a strong sense of personal responsibility because they are not just making your plans work to achieve the goals that you have set for them. Instead, they are working toward goals they have set for themselves, using the plan of action they helped create. Typically, this inspires people to work even harder to prove that their plan will work and showcase their value. Allowing your team to contribute to the goal-setting process, rather than just giving them goals, is one of the most powerful tools any leader can use.

Creating a safe space for team member coaching hinges on fostering mutual purpose and mutual respect. Start by clearly defining shared goals, ensuring everyone understands and aligns with the team’s objectives. This common ground builds trust and collaboration. Equally important is cultivating an environment of mutual respect. Encourage open communication, active listening, and valuing diverse perspectives. Address conflicts constructively and recognize each member’s contributions. By prioritizing these principles, you create a supportive atmosphere where team members feel valued and motivated to grow.

Creating a safe place is the most important aspect. To let the candidate trust you and know that all his or her saying will be confidential will make them not resistant to coaching but they would even want to take more coaching sessions!

Most people will not feel safe with a 'perfect' leader. Having shared goals is powerful, but it will still be hard for people to truly connect and be vulnerable with you if you don't LEAD by being vulnerable first. Lead by example. If you want people to feel safe around you, show them that you feel safe around them FIRST by being vulnerable with them. Use your fears and failures to teach. This will not make you seem like a weak leader. Instead, this will make you a stronger leader by building a stronger connection with the people you are leading. This will open the floodgates for your team to share more honest thoughts, do more authentic work, and nurture a healthier and more energetic environment. They'll also just like you more lol

1. You would need to consider whether Coaching intervention is external or you have a Coach within the Company? 2. And consider what is your role. Are you the Coach, the Team Leader or a Manager? 3. Very important to consider how this Team was created and developed. 4. Do you have a Team there or you need to create/build a Team? 5. You may need to work on Team building and Leadership with everybody 6. Otherwise, it is important to meet with every team member separately and listen to their thoughts, objections, fears, insecurity, suggestions. 7. Everyone needs to be assured of the safe environment, if they do not feel this. 8. This would require to explain what is a safe environment and work on building it.

Un espacio en el que se puedan equivocar sin sentirse criticados, que se puedan emocionar, que puedan mostrarse vulnerables, siendo contenidos. La retroalimentación motiva a todo el grupo, buscando generar sentido de pertenencia desde los valores morales. Esto fomenta al cerebro social, tan importante para aprender. La diversidad, culturas, etnias, idiomas, costumbres, todo lo que nos hace individuos, pero se encuentra en los valores, generando así ese sentido de pertenencia, aceptación y reconocimiento.

Involve Team Members in the Coaching Process. 1. Co-Create Goals: Involve them in setting coaching objectives. When they are part of the process, they are more likely to feel ownership and commitment. 2. Personalize the Approach: Tailor coaching strategies to meet their individual needs and preferences. Some team members may respond better to one-on-one coaching, while others may benefit from group sessions or interactive workshops.

Start by identifying early adopters and position them as champions of the process. These champions can share their positive experiences with the rest of the team, providing real-life examples of the benefits coaching brings. This peer-driven advocacy can make coaching feel more relatable and less like an external mandate. Additionally, forming peer coaching groups can foster a collaborative environment, where team members not only share their insights but also actively support one another in applying what they’ve learned. This collective learning culture helps to build trust, promote accountability, and encourage the continuous application of coaching principles, ultimately driving greater engagement across the entire team.

Ciertamente la apatía o un cúmulo de historias negativas en experiencias de Coaching previas pueden provocar resistencia en algunas personas. Observar progresos en compañeros de trabajo derivados del Coaching recibido, con toda seguridad incentiva y promueve mayor apertura a utilizar esta valiosa herramienta de desarrollo.

A influência dos pares pode ser uma poderosa aliada no coaching. Identifique membros que já compreendem o valor do processo e podem incentivar os colegas com exemplos práticos. Quando a equipe vê os benefícios sendo aproveitados por seus pares, a resistência tende a diminuir. Esse apoio interno pode gerar um efeito cascata, criando uma cultura de melhoria contínua. O coaching deixa de ser apenas uma intervenção externa e passa a ser algo natural, promovido pela própria equipe, aumentando o engajamento e a disposição para o crescimento.

Most of us realize we can leverage supporters to advocate for us, but this can actually create peer divides. Being able to leverage the 'naysayers' is a true superpower. Only leveraging 'champions' will hold you back from harnessing the full power of your team. You can do this by simply ASKING QUESTIONS. Don't run away from the hard conversations. Be direct about noticing their resistance, and genuinely ask what they see that you might be missing. You'll probably get some valuable feedback. Chew the meat, spit out the bones. Most importantly, they will feel heard. Sometimes, that works better than any manipulative tactic. You can also train supporters to do this for you which can grow organic peer relationships and prevent division.

Sometimes, we adapt to 'things.' Other times, we adapt 'things' to us. Knowing when to use each approach is what makes a coach so valuable. This is called choosing your battles. A pillar of any good coaching program is a very early communication of clear expectations about non-negotiable parts of the process which cannot be changed, and more flexible parts of the process that can be adapted to fit a person's specific needs. An effective leader should find a balance between these two. Too much flexibility could be just as bad as not enough. This will differ based on your niche, but here's an example for a sales coach: Flexible: students can adapt scripts to their style Non-Negotiable: if they don't do sales activities, they won't earn

Flexibilität im Coaching Prozess ist von allerhöchster Wichtigkeit OHNE DAS ZIEL KLAR AUS DEN AUGEN ZU VERLIEREN. Dies schafft VERTRAUEN.

Brindar el reconocimiento en público, motiva a los demás participantes que desean obtener lo mismo. Así entonces agradecemos conductas y estrategias, dando el ejemplo a los demás. Tendemos a espejar lo beneficioso, a emular conductas y actitudes, neuronas espejo y cerebro social, con la empatía como acompañante. Estas devoluciones en el mismo momento fomentan avances del grupo. Estimular a las personas a brindarse reconocimientos interactivos, dando la premisa de realización desde lo positivo. Esto fortalece de gran forma al grupo.

El Coaching tendrá mayores posibilidades de éxito en la medida en la que quien lo reciba mantenga un alto nivel motivación respecto al cumplimiento del objetivo planteado. Lograr metas parciales permite mantener esa motivación contante durante periodos prolongados. Celebrar y reconocer el logro de esas metas parciales es crucial para lograr el cumplimiento del objetivo esperado.