Common Coaching Mistakes to Avoid

The Reality of Mistakes in Practice

As in any profession, especially those involving complex human interaction, making mistakes is a possibility.

In coaching, while the goal is always to provide the best possible accompaniment, slips or inappropriate approaches may arise.

It is true that, with practice and experience ("flight hours"), the frequency of these mistakes tends to decrease significantly.

However, it is essential to live this learning process and, especially at the beginning, to be very connected to possible mistakes in order to be aware of when they occur and to actively try to prevent them from recurring in future sessions. Being aware of common pitfalls helps to prevent them.

Mistakes Related to Ego and Coaching Focus

Making too much "noise" or seeking the limelight: Avoid the temptation to impress the client with extensive theoretical knowledge or "master classes" on coaching, emotions or behavior. The focus should always be on the client, not on proving the coach's worth.

Lecturing, giving advice or premature suggestions: Coaching is not about moral lecturing or dictating solutions. The coachee must find his or her own answers.

Giving advice, especially too early, usurps the client's discovery process.

Referring excessively to oneself: Constantly setting oneself up as an example or talking about one's own experiences diverts the client's attention. Self-disclosure should be kept to a minimum and always in the service of the coachee.

Needing recognition for the client's successes: The credit for achievements belongs to the coachee. The coach should not seek external validation through the client's results.

Arrogance: Believing oneself superior or infallible.

Mistakes in Relationship and Process Management

Being too soft or avoiding areas of conflict: Do not shy away from difficult questions or topics for fear of generating discomfort, if they are necessary for the client's growth.

Going out of step (inappropriate pace): Not respecting the client's pace, either going too fast or too slow for the client. This often stems from poor active listening.

Interrupting repeatedly: Cutting off the client's flow of thought denotes disrespect.

Compare clients: Each process is unique; treat each coachee individually.

Judging, scolding or reproaching: Maintain a neutral, non-judgmental stance.

Labeling the client: Avoid pigeonholing the client ("he's too smart," "he doesn't try hard") based on prejudices or superficial impressions.

Expecting too little from the client: Underestimating the coachee's potential due to the coach's own limiting beliefs.

Blindly accepting the client's goals: Not helping the client ensure that his or her goals are realistic, motivating and well-defined (e.g., following SMART criteria).

Being too linear or rigid: Not adapting the tools or flow of the session to the client's emerging needs.

Getting sidetracked with distractions: Losing focus during the session due to external or internal factors.

Showing impatience for results: Not respecting the client's maturation times.

Agreeing just to please: Avoiding useful confrontation for fear of the client's reaction.

Professional Framing and Boundary Errors

Coaching unprepared or inappropriate people: Attempting to coach individuals who are not ready, are not volunteers, or whose problems require another type of intervention (e.g., therapy). Attempting to diagnose psychological conditions is outside the scope of the coach.

Working with the wrong client: In organizational settings, focusing coaching on one person when the problem resides at another level or in the system.

Breach of discretion/confidentiality: Violating professional confidentiality.

Creating dependency: Failing to foster autonomy and empowerment of the coachee o