Perhaps one of the most challenging things about being an influence coach (and one of the most interesting) is the higher likelihood that you will be called to help them in a crisis.
This is not a reflection on your lack of skill, but a feature of the territory you are working in. Developing influence requires that clients step out of their comfort zones and take some risks. With practice, the risks reduce as competence and confidence grow. Meantime, your client could find themselves in a tight spot, and they are still learning how to manage the politics and become an influential person.
For clarity, here are some of the reasons why clients may land in hot water:
- They take steps to become more visible. Others may not like what they see.
- They empower themselves to take decisive action. This destabilises the power dynamics, and someone may object.
- They become more challenging, and others have to work harder, or get exposed.
- Naïve power plays may get a strong reaction from the established players — perhaps exciting the need to knock them back into place.
The type of crises can vary from missing out on a promotion, to getting fired or even sued. The severity matters little — if the client thinks they are in a crisis, they are in a crisis, and you need to respond.
Before I share some ideas and tips on how to help your clients, let me begin with some thoughts about your position as a coach.
Finally, recognise that you are going to need to handle the emotional states of your client. Of course, clients vary enormously. Some can remain objective while others panic and lose their grasp of reality. The type of influence coaching that I do (mainly contextual/strategic) rarely calls on my skills to help on the emotional front, so I have to work harder when it does happen.
Secondly, a client crisis is likely to test the boundaries of your contract. You may both have been delighted to have agreed a nice clean session structure, but that is about to change. Maybe I’m doing something wrong, but I’ve never asked for extra compensation for crisis work. Helping a client through a crisis brings its own rewards but seldom financial. Also, I always try to complete the original plan as well, albeit the time allocation may shift. The client, and importantly, the buyer, will still be expecting the originally agreed result.
Another pressure will be your model of coaching and who carries responsibility for the action and the result. You will be asked for advice. You will be expected to say what you would do in their position. How you respond is your decision, and you will have to live with the consequences.
Finally, recognise that you are going to need to handle the emotional states of your client. Of course, clients vary enormously. Some are able to remain objective while others panic and lose their grasp of reality. The type of influence coaching that I do (mainly contextual/strategic) rarely calls on my skills to help on the emotional front, so I have to work harder when it does happen.
Now, some quick-fire tips and ideas:
- Don’t wait for a crisis before working out a standard approach/response. It is not a question of if you’ll need to help a client in crisis, but when. No, not every client hits a crisis, but with a busy coaching portfolio, you will have to do this at some point.
- Consider setting expectations for support between sessions as part of your standard coaching approach.
- If you (or the client) at the beginning of your coaching work think that things may get a little tricky, talk about it openly at the beginning so you can both make and agree how you will deal with a crisis if it happens.
- Manage your own emotional response too. When an email comes in from a client in a tight spot, it can be very tempting to respond immediately. You don’t have to do that. If you do, they’ll expect that every time — wouldn’t you?
- Don’t over empathise and find out too late you’ve got yourself entangled. Don’t become part of the problem.
- Take steps to calm your client down. You need to move them to a state where they can think/respond objectively.
- Stick to your contract, and don’t give advice unless it is in the contract.
- Sharpen up your listening skills — you’re going to need them.
- Help them to explore multiple angles — use problem-solving techniques/models.
- If you haven’t got any problem-solving models, get some.
- Encourage them to get internal support and counsel too.
- Make sure they consider contingency plans. In fact, that should be part of any approach regardless of the presence of a crisis.
- Be very careful about confidentiality. It is tempting to believe that it is helpful to share some clues with the HR buyer. Don’t, unless you absolutely have to. And even then, always try to get the client to take responsibility for prudent communication with wider stakeholders such as HR and/or their boss.
The bottom line is that you cannot, and should not, fix these crises. Regardless of the situation, always reinforce the drive towards competence, confidence and personal responsibility. I know you know that, and I just wanted to lay more stress on this point.
This is fascinating territory and provides immense personal rewards and loyalty if you can do your job well and be their rock and trusted confidant. This is where you get clients for life.
Note: If you want a hand with this, just give me a shout. I won’t reply immediately, but I will be quite responsive!
The Gautrey Influence Blog
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