You're facing resistance from a senior leader in coaching sessions. How can you effectively address it?
Encountering resistance from a senior leader during coaching sessions can be daunting. To effectively address this challenge:
- Establish rapport and trust by actively listening to their concerns and demonstrating empathy.
- Align coaching goals with their personal and organizational values, emphasizing mutual benefits.
- Introduce flexibility in the coaching process, allowing them to have some control over the direction and pace.
How have you managed resistance in your coaching experiences? Share your strategies.
You're facing resistance from a senior leader in coaching sessions. How can you effectively address it?
Encountering resistance from a senior leader during coaching sessions can be daunting. To effectively address this challenge:
- Establish rapport and trust by actively listening to their concerns and demonstrating empathy.
- Align coaching goals with their personal and organizational values, emphasizing mutual benefits.
- Introduce flexibility in the coaching process, allowing them to have some control over the direction and pace.
How have you managed resistance in your coaching experiences? Share your strategies.
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En mi experiencia me ha funcionado explicarle que es un proceso confidencial y objetivo que busca consolidar sus fortalezas, mejorar sus áreas de oportunidad y que es una herramienta de crecimiento profesional y personal. También se debe explorar el por qué del escepticismo, el colaborador puede pensar que es más una evaluación que un proceso de aprendizaje. En resumen generar confianza y explicar las expectativas sería muy útil.
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Tell it. Don't overthink it. I am feeling there is resistance from you? Is that the right perception? If so let me know what you think and if we can work through this , else let's stop the session.
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When encountering resistance from a senior leader, consider adjusting your approach to align with their learning and communication preferences. Some senior leaders may respond better to a results-oriented methodology. Begin by collaboratively setting measurable goals and clearly outlining how the coaching will directly contribute to their personal and organizational success. By making the coaching process relevant to their specific challenges and demonstrating quick wins, you can engage them more effectively and reduce resistance.
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En una sesión con un líder senior que se mostraba reacio, le dije: “Tu resistencia me dice que esto es importante para ti. ¿Qué crees que está detrás de esta reacción?”. Esa pregunta transformó la barrera en una conversación abierta. ¿Cómo abordar la resistencia en líderes senior? - Explora la raíz: “¿Qué es lo que te hace dudar sobre este enfoque?” - Reconoce su experiencia: Valida su trayectoria mientras introduces nuevas perspectivas. - Enfoca en objetivos comunes: “¿Cómo este proceso puede ayudarte a lograr tus metas?” La resistencia no es un obstáculo, es una invitación para profundizar y construir confianza mutua.
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La resistencia de un líder senior en las sesiones de coaching puede ser un desafío. Comienza por construir una relación de confianza, hay que ser transparente y confiables. Asegúrate de que el líder entienda que el coaching no es una crítica. Muy importante la escucha activa, tenemos dos oidos y una boca, escuchemos para entender las preocupaciones y puntos de vista del líder. El Feedback es muy importante. Muestra ejemplos y resultados tangibles de cómo el coaching ha beneficiado a otros líderes. Involucra al líder en la creación de un plan de acción para su desarrollo. Recuerda que la resistencia puede no desaparecer de inmediato.
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You can address resistance from a senior leader in coaching through empathy, trust, and alignment. Acknowledge their concerns and listening actively with phrases like, “Can you share what’s on your mind?” Emphasise coaching as a collaborative process to enhance strengths and achieve their priorities, not fix weaknesses. Highlight benefits like improving team alignment or refining leadership impact. Share examples of coaching success and use tools like CliftonStrengths for actionable insights. Invite their input with questions like, “What would make this session most valuable for you?” Respect their expertise while framing coaching as a resource to amplify their influence.
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Via de regra (que tem suas exceções, ta?), quanto mais sênior, mais resistente. Isso nem tem a ver com a idade, mas com a experiência no cargo. Chegaram até ali de forma custosa e, com isso, foram criando diversas crenças, dogmas, até manias e traumas. Por isso, num processo de coaching, é muito comum enfrentar resistências dos líderes. Não tem outro jeito senão confrontar certezas e clarificar ideias preconcebidas.
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It is usual find resistance in Senior Leaders, and more when they are forced or invited to have a coaching process by their companies. I think it is important to adapt the coaching process to your client , be patient , transparent, empathetic and available to her/him , explaining the benefits for attending to a coaching process, Coaches are not the enemies , we are allies , go with our client all the way, whatever our clients want to achieve. Sponsor are not our Clients , even knowing they paid our fee, we are professionals to help our clients , being closing our sponsor goals.
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Focus the coaching on how the leader approaches decisions. Talk through specific examples of decisions they’ve made—what went well, what didn’t, and what they learned. Together, look for patterns in how they handle challenges or weigh options. Then, connect those patterns to the organization’s current needs, identifying where their style works and where it might need to adjust. This keeps the conversation practical and grounded, making it easier to explore improvements without it feeling personal or confrontational.
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