I worked as
a management consultant with a large global consulting firm for years. Many
people assume that now I do the same without being employed. To a certain
extent, they are right. When I was a consultant, I tried to get my own way
using coaching instead of resorting to autocracy. However, it is different in
numerous respects.
A consultant gives advice, whereas a coach makes the most
out of the client. I will demonstrate the distinction by using a very simple
example: When I was a consultant and a client asked me what color of tie he
should wear, I advised him to wear one that was navy and wine-red striped. Today,
I would ask questions instead (in brackets you can see the stages of the
SPARKLE Coaching Model the questions relate to.)
- What is the occasion? Is he attending a ball, a business meeting, an interview or… (Situation)
- What is the objective? To present a professional image, to project himself as an irresistible male, to be trendy, or… (Positioning)
- What color can the tie be? After he listed all the colors of hanging in his closet, I would suggest for him to purchase a new one, even a purple spotted orange tie… (Alternatives)
- Which one will he choose among the available options, in this specific situation, to achieve the specific goal? (Route)
- What is stopping him to make a final decision? (Key Obstacles)
- The television interview is in 2 hours. How can the coach help to get over this difficulty? (Leverage)
- Finally, he made a choice to wear a navy and wine-red stripped tie…and he received compliments from me and others as well. (Evaluation)
Excerpt for the book "Toolful Coach: SPARKLE coaching model with 150 useful tools and case studies" by Laura Komocsin (Author) , PH.D Zita Delevic (Editor)
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