HR professionals who are also involved in coaching know that the same coaching approach to all does not work. It is therefore necessary to be able to distinguish what style is best suited to the coachees' personalities. Robert Half set up a guide to four basic types of coaches traditionally encountered among managers in companies. The guide should help HR professionals recognize when coaching relationships work well and when, indeed, they can bring more harm than good.
1. "Definitive coach"
Definitive coaches have strong business thinking. They are focused on results, they want to win and they want their employees to win. They excel in identifying goals and complex decision-making. Often, however, they do not provide enough information on how to deliver the goals. This style of coaching is therefore suitable for employees who prefer greater autonomy.
2. "Collaborative coach"
Collaborative coaches know how to listen well and spend most of their time developing those around them. They have a strong feeling for team dynamics and collaboration with diverse groups of people. They lead their coachees to make their own decisions and learn from their mistakes. This style can be challenging for employees who are just getting started in a given field.
3. "Persuader coach"
Persuader coaches lead their charges to constantly reflect on new possibilities, they are very passionate about changes and working with them is fun. On the other hand, they may require more than the team can really handle, which may cause frustration or even burnout among their people. This style is best suited for flexible individuals with strong communication skills.
4. Diagnostic coach
Diagnostic coaches have strong organizational, planning and decision-making skills. They lead their people to critical thinking in order to create solid business strategies. They analyze situations carefully to prevent problems. However, thay are sometimes too critical so this style is particularly suitable for employees with strong confidence.
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