I didn’t want to close the subject of trust without mentioning how important this topic is for a Coach, mainly because of how we use trust to create a safe and supportive environment for our clients. As an International Coaching Federation (ICF) Certified Coach, we adhere to certain guidelines which become the foundation of our credential process.
As defined by the ICF, coaches “partner with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. ”Cultivating Trust and Safety” is one of the eight ICF Core Competencies which is going to be our main focus of today and the main source of quotes for this post.
As you read on, don’t see this as something that’s only useful for coaches, but as the Leaders or Internal Coaches you are to your team. Even as your role as parents, good friends, and mentors. Keep this competency in mind as you guide your people and create an optimum space in your everyday conversations. This includes processes like feedback, when dealing with conflict with your peers, or when talking to your own boss.
Cultivate Trust and Safety in all contexts
“Seek to understand the client within their context, which may include their identity, environment, experiences, values and beliefs”
“Demonstrate respect for the client’s identity, perceptions, style and language adapt one’s coaching to clients.”
As I wrote in my post last month, “Trust is a complex and multifaceted concept that varies greatly across different cultures.” The two first keys of this competency highlight the importance of why we need to extend the context of who we are establishing our conversations with. We should assure we’re covering the whole spectrum of culture, such as social practices, beliefs, values, norms, and behaviors that exist across different groups.
“Acknowledge and respect the client’s unique talents, insights and work in the coaching process.”
We sometimes think it’s easier to work with people that are similar to us. This is because we assume that we know what they’re like and what they like. But the truth is we’re all different in some sense or another, and it’s important to identify those differences. We must use our empathy and listen closely to those around us. We need to look beyond their cover story and imagine how it must be to live with their uniqueness. The coach’s or leader’s challenge is to step in within their context and meet their client or team halfway with compassion, curiosity, and respect.
Creating the perfect space to collaborate
“Show support, empathy and concern for the client”.
This is essential to build a proper space for people to open up and feel trusted. When people feel understood, they are more likely to speak honestly and freely, share information, and develop positive relationships. This trust forms the foundation for effective communication and collaboration.
“Acknowledge and supporting the client’s expression of feelings, perceptions, concerns, beliefs and suggestions”.
By doing this we assure we are listening to and utilizing the client’s language. This an integral part of respecting the client in their own world. Rather than expecting them to adjust to me, I must learn to adapt.
Being vulnerable builds Trust and Safety
“Demonstrate openness and transparency as a way to display vulnerability and build trust with the client,”
This means allowing yourself to be open, authentic, and emotionally exposed, even if it feels uncomfortable or uncertain. It involves sharing your thoughts, feelings, fears, and insecurities with others, fostering deeper connections and personal growth.
As an intercultural Executive Coach, I’m here to accompany you, the Global Leader, in this journey to better Leadership within a safe environment where a trusting relationship will contribute to your and your team’s personal and professional growth. Remember, trust works, as it “stimulates interactions, influences the information flow and correlates with team effectiveness and satisfaction.” (Morita & Burns, 2013)
Further reading:
- ICF (n.d.) ICF Core Competencies. Last consulted on May 22nd via: https://coachingfederation.org/credentials-and-standards/core-competencies
- Morita, P.P., & Burns, C. (2013) Trust token in team development. Team Performance Management, Vol. 20 No. 1/2, pp 39-64
