My Coaching Sessions Are Distant and Dull

Ashish Manchanda
3 min readSep 18, 2024

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Are coaching relationships fulfilling enough?

Have you been there too? Are you working with a coach, but the relationship seems to exist only during particular hours? You are not alone in feeling this. As most coaching relationships are made on contract, they have little reason to invest in you beyond the stipulated hours.

But Ashish, wouldn’t that improve the quality of coaching they deliver? It would also add to their professional reputation.

Undoubtedly!

Still, think of the additional overhead this will create for them. To keep in touch with coachees, the coach will need to keep detailed notes and return to them regularly. Further, as they stay in touch, they’ll hear more from you about your problems, and their coaching structure will need to be more dynamic to accommodate those needs.

Ultimately, you might add a great review and even recommend their services to someone you know. However, the investment cost and time are too high for unpromised returns.

Hence, even with the best intentions, your coach cannot be there for you whenever you need to be.

So, what can you do?

How do you make the most of professional coaching?

Start by asking

“Well, my coach doesn’t check in between sessions.”

Have you asked them to? There’s a possibility that they might be able to whip up something for you that eases the relationship both ways. It could be a simple reminder or an email that becomes the nudge you need. All you need to do is clearly explain how you perceive the impact.

If feasible, your coach will take you up on the request. What if it’s not? Let’s look at some more ways to make coaching impactful.

Use notes and reviews to refresh

If you cannot set up check-ins between the processes, there are other ways to keep the relationship consistent instead of starting fresh each time. For one, you can take notes and relook at them at the start of every session to account for progression.

Even simple handwritten pointers can help you circle back on the conversations you had in the previous session and add details of what has happened since then.

Set up goals

Goal-setting can help you ensure that every conversation does not feel like a new start. At the end of every coaching session, you can set small goals to complete before starting the next session. The following session will start with a recap of your goals and progress. It will allow you to continue the conversation thread with the coach effectively.

Wondering how to do this? Download a free growth mindset toolkit from here and get started.

Use self-reflection techniques

At a personal level, journals can help you track your progress in a very detailed and vulnerable way. Your journal essentially acts as a personal tracker where you can write about your goals and expectations and the not-so-comfortable parts of your professional journey, including vulnerabilities, anxieties, and challenges.

Journaling regularly will also prepare you for the coaching sessions. Journaling offers clarity of mind and an in-depth review of situations that can aid coaching conversations.

Find an accountability partner

Do you need check-ins, but your coach isn’t available? Find a replacement. An accountability partner is someone who keeps track of your progress toward goals on a regular time frame, either weekly or daily. They may or may not be doing something similar to you to make the relationship mutual.

All you need to do is pair up with a peer or colleague who is also working with a coach or focused on leadership development. Share your progress and challenges with each other to maintain accountability.

These methods can help you somewhat reduce the distance between coaching sessions. Albeit regular support from the coach is the most effective way to solve your challenges, these tips & tricks help you out when they are inaccessible.

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Ashish Manchanda
Ashish Manchanda

Written by Ashish Manchanda

Ashish is a problem solver building Culturro, a company helping organizations increase the lifetime value of employees.

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