Running a workshop recently brought home how much practice becoming an effective coach takes.
The participants worked in triads each taking turns at being the coach, the client and the observer. The coach sometimes found it hard to keep on task and only focussed at the feeling level. Other times they drove through the task and ignored their own or the client's gut level experience. Often they steered the client, rather than asking open questions or offering choices and letting the client discover their answer.
This brought home what a tough job it is for people in organisations to become coaches without sufficient support or coaching themselves