Leaders do not operate in a vacuum. They exist within complex systems, often interconnected with multiple layers of influence. Coaching solely the individual—focusing only on the factors they are aware of—may not always yield the results they seek. Leadership changes don’t happen in isolation.  It is critically important (and one of the ICF competencies) to help the client evoke awareness not only as it relates to their current way of thinking, but to also “... identify factors that influence current and future patterns of behavior, thinking or emotion.”

When a client implements insights uncovered throughout a coaching engagement, what are the secondary or tertiary effects of those changes? Even the most well-intentioned adjustments can ripple outward, impacting team dynamics, organizational objectives, and long-term strategy. Are these shifts aligned with the client's broader vision? Do they support the company’s goals? How do they complement—or conflict with—the objectives of the individuals on their team?

Another consideration a coach must make is when working within a system, the coach must also consider the stakeholders that shape that system. Many engagements are not simple coach-client arrangements. Sometimes a manager, HR, or another entity might be involved in establishing the engagement. Who holds influence in this coaching engagement?

• Is the client the sole decision-maker, or is this an internal initiative?

• Was the engagement sponsored by HR or a direct manager?

• What is the distinction between the coaching agreement and a formal contract?

• Where does confidentiality fit in when the sponsor is someone other than the client?

These considerations are essential in coaching leaders effectively within their environments—not just within their individual roles.

Expanding Perspectives in Coaching

I’m incredibly grateful to have launched into Module 5 of the Georgetown program, diving deep into these essential coaching perspectives. Just when I feel like I’m really grasping the material—BAM!—we’re introduced to another layer of insight.

What’s more, this program isn’t just about absorbing theory. We witness coaching concepts applied in practice, receive expert instruction, and most importantly—we practice ourselves. Having the space to test new techniques and refine our approach in a safe, collaborative environment has been invaluable to our growth and confidence.

Leadership coaching isn’t just about supporting an individual—it’s about understanding how change unfolds in systems. I’m eager to integrate these insights into my own coaching practice and to keep pushing the boundaries of transformational leadership development.

Stay true.