The Sowing Reaping Process is in Full Effect during the coaching Exchange

Recently I was asked to describe my ideal client.  I provided a standard description that spoke to my target demographic with the following addendum: My ideal client is a person with passion that has a vision but may not be sure how to get into motion or how to stay in motion to bring that vision to life.”  What I neglected to mention or what is assumed is that clients must be mature enough and diligent enough to do the accompanying work assigned by the coach.  That is a huge component of process.  Having a passion and a vision are only 2 of the many essential ingredients of an effective coaching outcome.  Clients must know and understand that the responsibility to produce  rests on their shoulders.  The blueprint should be carefully crafted by both the coach and the client.  Milestone markers should be included by the coach to provide a safety net to progress.  But the client is solely responsible for keeping the engine and the meter running throughout the journey from start to finish.  While it may seem overly harsh, a client that does not complete his or her assignments  is not a client a coach should invest in.  Again, at the risk of sounding more like a warden instead of a coach, coaches should not carry the full weight nor the burden of the responsibility for progress.  As a general rule, one reaps what one sows.  The coach provided the seeds.  The client should sow those seeds in accordance with the blue print the two agreed upon.  Barring a unforeseen circumstance or set of circumstances, the client’s failure to apply themselves is the equivalent to a breach of contract.  Coaches should be savvy enough to anticipate and address motivation related issues early in the exchange. Addressing those issues one too many times would tie a coach’s hands and compel a discharge to be granted releasing both parties to consider other options.  The right coach-client match is another critical component in the process.  Client should review a coaches areas of expertise and credentials in the decision making process of selecting a coach.  Likewise, coaches should do their due diligence in gaining a clear understanding a potential client’s needs before committing to providing coaching.  This minimizes confusion and empowers both parties to engage in a clear, and effective manner.  Clients should alert their coaches the moment they feel they are not able to complete their assignments. The earlier the better.  That way the coach has the earliest opportunity to provide an assessment and potentially a work around in order to keep the client on task and on pace.