Cutbacks mean a top academic must re-apply for a post on his reduced team. His messy appearance gives a poor impression yet he sees his boss as the problem. Should the coach redirect him?
A colleague who knows you specialise in career coaching has recommended you to a senior academic in a leading university.
The university has a large deficit and will have to retrench. Eight posts are being whittled down to three to form a new executive team and all the current post holders (including this client) have been invited to apply. There is no time for a proper ‘chemistry meeting’ but you have a phone call with the client about what he needs to get out of the four sessions.
During the call the client becomes distressed and tells you about a campaign of personal vilification he believes has been directed against him. He says his newly appointed boss is a dyed-in-the-wool feminist who “can’t tolerate male rivals”. He also describes having applied for three other jobs in the last year, getting shortlisted with no difficulty but failing to get any of them.
The client appears for his first session. He is dishevelled, extremely overweight to the extent that he appears to have some difficulty walking and is wearing clothes that look as if they have been hastily assembled from a charity shop. A strong odour of tobacco comes into the room with him. It is immediately obvious to you why he has failed to get any of the jobs he applied for.
Jenny Rogers — Executive coach Management Futures
This client’s eccentricities have been tolerated in his current role. You should note your immediate reactions but set them aside for the moment because your aim at this session is to create, very swiftly, an extraordinarily high level of trust.
No one ever makes a career decision in a vacuum, so it is essential that you look at his personal goals as well as all around his life. This session should establish whether he really wants a leadership role rather than an academic one. You also need to discuss how to make emergency repairs to the relationship with the boss.
The second session should be about interview preparation. As a vital part of this I would seek permission to offer candid feedback. Suggest that you can lose a job on the flimsy criteria of first impressions.
I would trust my own first impressions and describe, kindly, straightforwardly and calmly, what I saw – and smelt. His obesity may be a lost cause, but clothing, grooming and unwelcome smells can be improved instantly.
Yes, this is tough for both coach and client. But who else is going to say what everyone but this client knows? Who else has no aim other than his learning?
When I deal with this issue with clients I know what the answer is: “No one but me.”
It is my duty as a coach to go where others have quailed.
Mark McKergow — Director, Centre for Solutions Focus at Work
First, I would ignore any fattist and smokerist assumptions – the client has it tough enough without me leaping to conclusions about his shortcomings. He’s a senior academic, not a game show host.
I would start by welcoming him and inviting him to tell me a little of his background – his subject, academic achievements, what he’s been doing lately, what he is proud of recently in his work.
It’s important to listen carefully to his answers – there may be valuable clues about his strengths, what fires him up, what he really enjoys doing.
I would also listen for any indication about what he wants to have happen here – it’s not at all obvious from the brief that he wants or needs a post.
I might then muse that he’s clearly facing a tough situation, and ask him about what he wants here. Giving him plenty of space and time to think would be important, of course.
If he is totally clear that he wants one of the posts, I would ask him to scale his confidence of getting it from 1 to 10, follow up on whatever helps him be confident – how come he is that high on the scale and the signs he might be a little higher tomorrow.
If he’s not sure about wanting the job, I might ask him to elaborate on the kinds of things he’d be doing in a better future.
Dr McKergow weighs 19 stone.
Coaching at Work, Volume 5, Issue 4