ABSTRACT
An internal coaching assignment is initiated by a CEO, to facilitate career planning and develop resilience in a senior leader who demonstrates problematic leadership behaviours (autocratic style, lack of accountability). Human resources recommended strengths coaching by an internal coach from their learning and development (L&D) team. Contracting commenced with a three-way meeting between the coach (internal L&D), the coaching client (senior leader) and the organisational stakeholder (CEO). The coach and coaching client perceived some problematic behaviour by the CEO, but hesitated to address it due to the power dynamics at play. This resulted in a lack of transparency with the coaching client, potentially sending the coaching client down an unrealistic pathway in the coaching. It also prevented the coach from conveying complete impartiality during the coaching. A desire for status outweighed the coaching client's focus on strengths-aligned coaching. Although confidentiality had been contracted for and agreed between all parties, there were several gaps that led to difficulties later on in the coaching.
