You will find that when engaged in a coaching conversation that sometimes there may be a need to introduce another role other than the "purist coach" (only asking questions to facilitate the coachee's own thinking and performance). It's also important to note that sometimes the coachee is viewing you, appropriately or not, as a role different than "coach" and it's important to be able to recognise when this is happening.

This five-part series addresses these different roles:

• Coach / Authority
• Coach / Consultant
• Coach / Mentor
• Coach / Trainer
• Coach / Counsellor

Let's start with Coach / Authority.

When YOU choose this role:

• When you need to demonstrate and/or leverage your expertise (authority) in the coaching process; describing how it works and recommending best practice.
• When you need to demonstrate and/or leverage your expertise (authority) in a particular topic, such as leadership, communication, conflict dynamics, etc.; describing best practice methodologies or current thinking or research on the topic.

Benefits / Pros

• Guiding the coaching process to increase the likelihood of the coachee's success. This applies to both individuals and groups. Sometimes you have to set the rules.
• Raising the coachee's awareness about useful and relevant information to support their learning, exploration and self-development process.
• Both of the above require that you negotiate and set these permissions up front before commencing any coaching.

Risks / Cons

• You could be too controlling about the structure without checking in on the coachee's best learning styles. Check first before establishing any rules. Ensure the coachee agrees to them versus being forced into them.
• You could be influencing the coachee too much and limiting their process of discovering this topic-information in their own way. Check first about their knowledge of the subject and what they want you to provide, when and how. Negotiate and set ethical agreements.

When the COACHEE identifies you in this role:

• When they want / need you to be telling them what to do.
• When they want / need you to telling them if their ideas are "right" or "wrong" in some way.
• When they want / need you to keep them accountable by being their "boss" in some way.
• When they want / need you to praise them for their efforts and/or to admonish them when they're not performing well enough or meeting your expectations.

Benefits / Pros

• You can negotiate expectations up front about how the coachee would like you to support them keeping on track and how to celebrate their achievements and challenge performance in ethically appropriate and professional ways.

Risks / Cons

• It is unethical to give directions, judge the individual or their performance, and/or allow them to see you as their "boss" when you're not. If the client sees you as this role, challenge their thinking by talking through the ethics and the process, and reach a new agreement.
• It is unethical to allow the coachee to become dependent on you in any way (as some of the points in how the coachee identifies you illustrate). Your responsibility is to help them in their independent thought including how they evaluate their own performance.

The next issue of "Coach the Coach" will continue this series on understanding the five different roles a coach can perform in addition to being the "purist" coach. Next time: Coach / Consultant

If there are any topics you'd like me to cover in this column, please feel invited to email me directly with your requests through my website (see link in bio).

Noel Posus is a master coach with 20+ years experience as a professional educator, coach and author. He won the prestigious inaugural "Coach of the Year" award (2008/2009), Finalist in the Coaching Business of the Year (2010) and is an ambassador/leader for the coaching industry. www.noelposus.com