There are vitally important functions that a coach exercises in an organization. Of course, describing them accurately would be little less than risky since the definition of their functions will depend on each particularity.
However, it cannot be ignored that a coach from any position in the organization will tend to be a leader. And it is natural that this be so, since their performance is aimed at facilitating processes that allow improvement, from their own to that of other members of the organization. This will allow you to have followers and therefore exercise a particular type of leadership based on the exercise of influence: coach leadership.
On the other hand, his ability to observe beyond what would be seen by people not interested in personal growth processes, turns the coach into a holder of a "clinical eye" to determine, with high possibilities of being right, who should perform in a specific position In the organization. His ability to probe people, without inducing responses, qualifies him for a competent talent scout. This possibility of placing yourself in a kind of "neutral zone" when you carry out your communication process allows the coach to approach objectivity, a very important characteristic for identifying, recruiting, and selecting the personnel to be integrated into the organization.
Of course, and being closely related to the origins of coaching, one of the basic functions of the coach in any group context is to create a “ team conscience ”. That those interested consider that they work better when there is a team, that is, a group of people who are aware of their interdependence and know in a solid way the benefits of working under the space of synergy. According to Stephen Covey, the coach seeks the "maturity" of the organization; understood as consciousness and action under the paradigm of "we" as a high level of performance, where relationships of dependency and independence have been overcome, which respond to the paradigms of "I" and "you", which prevent move forward to achieve real teamwork.
It is also worth mentioning that the coach can exercise the role of accompanist in the life processes of the members of the organization; in the "moments of truth" in Kottler's words. As a diligent observer, you can see items that organization staff may not be able to see because they are under pressure, for example. Being in a process of sale or negotiation "live", could help so that after that moment (without direct intervention, of course) questions arise that could "discover" aspects that are worth continuing or simply rethink.
Thus, it is undeniable that the coach must be a performance enhancer. An instrument of consultation, but not a consultant. In other words, it is not there to tell "what" to do to employees, managers or executives. Not even "how" to do it. Rather, with conversations that generate reflection and action, provoke responses in the staff that lead to better performance. It is their function to "awaken the giant" that are sometimes asleep in people. Caby (2004: 100) refers to it when he expresses:
“In these collective processes, the main function of the coach is to guarantee the construction of managerial identity for each of the participants. Without trying to shine, the coach allows everyone to express themselves and experiment, guaranteeing them the essential protections for the expression of their creativity: prohibited criticism, confidentiality and exchange without limitation ”.
While you shouldn't be a consultant, you may well be an outstanding mentor. It can help in the decision making of the members of the organization, guiding them in the development of their career, either if the route is well defined or you have to open paths to define it. An assigned or choice of support is likely to increase commitment to your career and organization. In this sense, Hoffmann (2007: 19) alleges the following:
“Among other positive aspects that organizational coaching offers in its business or executive versions, is the possibility of designing the entire development strategy and accompaniment of the participants of the process according to each need or situation that characterizes it ”.
And although the coach is not there to define precisely the core strategies of the business, in the organization he may well contribute to their formulation, execution and evaluation through conversations that stimulate the people who are responsible for planning, organizing, executing and controlling them. Of course without allowing himself to be directly involved, since he would leave the space of action corresponding to the performance area of a coach.
Bibliography
Caby, Francois. Coaching. Editorial De Vecchi. Barcelona. 2004
Dilts, Robert. Coaching, tools for change. Uranus editions. Barcelona. 2004
Hoffmann, Wolfgang. Professional Coach Manual. Norma Editorial Group. Bogotá. 2007
