Helping individuals to harness their potential is the primary mandate that coaches execute. They work tirelessly to guide their clients to identify their skills that they then exploit to achieve success in their personal and professional endeavors. To achieve success, it is best for the coach and the client to be from the same culture. A similar cultural background helps the two to avoid the pitfalls that result from cultural differences. While it is simpler, intra-cultural coaching leaves out clients from other cultures who are in desperate need of guidance and support. This is why coaches need to embrace cross-cultural coaching. Essentially, through cross-cultural coaching, practitioners move beyond the comfort of their own cultures and plunge themselves into the uncertainties and promises that come with exploring new and strange cultural backgrounds.
Relevant Theory
The introduction above has made it clear that when conducted properly, cross-cultural coaching helps coaches to gain new insights as they inspire their clients to reach new heights. For a full and proper understanding of the role that cross cultural coaching plays in personal and professional development, it is essential to examine it through the lens of theory. Among the theories that best accounts for cross cultural coaching is multi-dimensional executive coaching. Basically, this model involves considering the influences of larger contextual and organizational factors on individual performance (Gloss, 2013). When they incorporate this theory into their practice, coaches recognize that an individual’s behavior is the result of the interaction of various complex forces. By manipulating these forces, the individual is able to modify their behavior as they pursue performance improvement. The multi-dimensional executive coaching model has been chosen because of the implication that it presents for cross-cultural coaching. Using this model, coaches manage to account for the impact of culture as they develop interventions through which they help their clients to make progress.
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Importance of Cross-Cultural Coaching
Above, cross-cultural coaching has been presented as an approach that holds the key to empowering coaches to expand their perspectives and scope of practice. In order to sensitize coaches to work with clients from diverse backgrounds, it is important to begin the discussion with a look at the important role that cross-cultural coaching plays. Among the benefits of cross-cultural coaching is that it exposes practitioners to challenges, opportunities and dynamics that stretch their practice and expand their perspectives (Bacon & Spear, 2004). When a coach works with clients from their own community, their perspectives become limited and narrow. On the other hand, helping those from different cultures to achieve the goals that they have set exposes the practitioner to new realities. The multi-dimensional executive coaching theory helps to explain this benefit of cross-cultural coaching. As noted earlier, this model challenges coaches to understand that human behavior results from various complex forces that interact to create different outcomes. Culture is among these forces. An individual’s cultural background plays a significant role in influencing their behavior and perspective (Molinsky, 2013). Through cross-cultural coaching, practitioners acknowledge that there are other cultures beyond their own and this helps to enrich their worldview and outlook.
It is true that cross-cultural coaching is largely concerned with mentoring, guiding and educating clients from different cultural backgrounds. One should understand that cross-cultural coaching also involves interacting with organizations whose values, practices and processes one finds to be strange or ineffective. Coaches usually help organizations to understand the damage that their cultures cause to performance and persuade these firms to abandon these cultures in favor of values and practices that drive growth (Burke & Noumair, 2015). The multi-dimensional executive coaching model holds that the behaviors and outcomes of an organization or individual are influenced by a variety of factors. Since this model explains the origin of organizational behavior and performance, it also sheds light on how cross-cultural coaching enables coaches to have an impact on organizations. By directing the attention of organizations at the adverse outcomes of their toxic cultures, cross-cultural coaches manage to inspire these organizations to embrace reforms by adopting new and more effective cultures.
Gloss (2013) authored an insightful article in which he sheds light on the implications that the multi-dimensional executive coaching model presents for cross-cultural coaching. According to Gloss, one of the elements of the model is that as they perform their duties, coaches should strive to use themselves as a tool. Basically, this means that through deep reflection, coaches are able to better understand their role in fueling the growth of their clients by establishing relationships that are founded on respect and trust. This point helps to link the model to the benefits of cross cultural coaching. To be successful, coaches need to bolster trust and respect with their clients (Markovic, McAtavey & Fischweicher, 2014). This is particularly true when the coaches are dealing with clients whose cultures are different from their own. Thanks to cross-cultural coaching, coaches recognize the validity of all cultures. Consequently, they approach different cultures with respect and a genuine interest to learn and expand their mind. Therefore, cross-cultural coaching is important because it fosters respect, tolerance and helps to create trust-based coach-client relationships.
Pitfalls
In addition to allowing one to understand the benefits and importance of cross cultural coaching, the multi-dimensional executive coaching model is also a useful tool for reflecting on the pitfalls that cross cultural coaches should be wary of. Molinsky and Hoferle (2015) addressed some of these pitfalls in their text. According to this duo, cross-cultural coaches often confront the challenge of ensuring that their own cultural biases, stereotypes and perspectives do not adversely influence their engagement with clients. It is remarkably difficult for any coach to remain objective when dealing with a client from a different cultural background. However, the multi-dimensional executive coaching can be a vital resource for coaches who wish to focus their attention on helping their clients to grow. For example, as stated earlier, this theory posits that human behavior results from societal forces. With this understanding, a cross-cultural coach is able to assess the behavior of their clients through a clear and unbiased perspective which acknowledges that behavior and culture are intricately linked. In essence, cross-cultural coaching makes it possible for coaches to refrain from passing judgment and remain objective in all engagements with different cultures.
Another challenge that cross-cultural coaching presents concerns resolving cultural differences and adopting an approach that accounts for the cultural identity and background of both the coach and the client. This is according to Molinsky and Hoferle who caution organizations to contain their excitement when they bring in coaches to help resolve the challenges that they face. It is indeed true that cross-cultural coaches have to balance conflicting cultural perspectives and belies. For example, a coach from the Western culture would endorse praise as an effective method of motivating employees. On the other hand, a client from a different culture may dismiss praise as self-serving and dangerous. This clash exemplifies the challenge of cross-cultural coaching. Fortunately, through the multi-dimensional executive coaching model, coaches can avoid this pitfall. It has already been stated that this theory recognizes that human behavior is shaped by a variety of factors. Understanding how behavior forms holds the key to tolerance and respect. For example, a coach respects a client with whom they disagree when they understand that the client’s opinion is rooted in their culture. When they respect the opinion and beliefs that their client holds, a coach is able to engage in constructive dialogue which yields performance improvement and goal attainment.
It brings all coaches immense joy to see their clients achieve the goals that they set out to attain. Therefore, it must be frustrating when coaches work with clients who place little emphasis on goal achievement and instead focus their attention on experiencing moments. This frustration is common in cross cultural coaching (Bacon & Spear, 2004). For instance, suppose that a client is from a culture which encourages members to celebrate the process instead of striving for excellent outcomes. The multi-dimensional executive coaching model again presents a solution to this problem. According to this model coaches should understand that there are multiple and equally valid perspectives for evaluating the effectiveness of coaching (Gloss, 2013). This means that when they use this model to inform their approaches, cross cultural coaches will accept their client’s milestones as valid metrics of assessing performance.
Effective Strategies
This far, the discussion has focused on the pitfalls associated with and the importance of cross-cultural coaching. The insights shared are of little value unless they are accompanied with a discussion on the effective strategies that cross cultural coaches should incorporate into their work. Peterson (2007) highlighted some of the best practices. In his text, he advises that cross cultural coaches need to personalize the approach that they adopt. Instead of using a standard approach in all encounters, the coaches should ensure that the strategies and interventions that they implement reflect the culture of their clients. Another strategy that Peterson recommends involves respecting the client’s culture and harnessing their competencies and expertise to drive the pursuit of goal attainment. Essentially, Peterson urges coaches to involve the clients in the process instead of dominating learning. It is when they feel involved and valued that clients join their coaches in striving for the goals of the coaching process. Rostron (2011) added her voice to the discussion on the best practices of cross cultural coaching. Acknowledging the challenges that accompany this type of coaching, Rostron calls on coaches to embrace diversity and inclusion. She suggests that diversity allows for the accommodation of a wide range of perspectives and cultures. Establishing a diverse team of coaches is especially important for agencies that offer coaching services. When these agencies have practitioners who reflect the cultural diversity of the client base, the agencies are better placed to understand and respond to the needs of the clients properly. All these strategies relate to the theory of multi-dimensional executive coaching. The relationship lies in the fact that the different strategies account for the complex roots of human behavior. For example, the recommendation that coaching agencies should pursue diversity is based on the understanding that people tend to respond better to coaches who share their cultural background. Therefore, the multi-dimensional executive coaching model reflects the reality of cross-cultural coaching and should be adopted by coaches keen on developing healthy relationships with diverse clients.
In closing, as the world becomes increasingly integrated, cross-cultural coaching is gaining greater significance. It is making it possible for coaches to go beyond the limits of their own culture and acquire new experiences. More importantly, cross cultural coaching is allowing coaches to tackle prejudice and embrace respect, diversity and tolerance. The multi-dimensional executive coaching model is among the theories that reflect the essence and impact of cross-cultural coaching. Additionally, this model allows one to identify the various interventions and solutions that coaches can adopt when working in cross-cultural contexts. If they wish to become more effective and experience personal as well as professional growth, coaches should adopt a cross-cultural mindset.
References
Bacon, T. R., & Spear, K. I. (2004). Coaching cross culturally. In Adoptive coaching: the art and practice of a client-centered approach to performance improvement. Nicholas Brealey America.
Burke, W. W., & Noumair, D. A. (2015). Organizational development: a process of learning and changing. FT Press.
Gloss, E. J. (2013). A hint of this and a pinch of that: theories that inform coaching and consulting. Graduate Studies Journal of Organizational Dynamics, 2 (1), 1-13.
Markovic, J., McAtavey, J. M., & Fischweicher, P. (2014). An integrative trust model in the coaching context. American Journal of Management, 14 (1-2), 102-110.
Molinsky, A. (2013). Global dexterity: how to adapt your behavior across cultures without losing yourself in the process. Harvard Business Review Press.
Molinsky, A., & Hoferle, C. (2015). Will that cross-cultural coach really help your team? Harvard Business Review. Retrieved August 3, 2019 from https://hbr.org/2015/04/will-that-cross-cultural-coach-really-help-your-team
Peterson, D. (2007). Executive coaching in a cross-cultural context. Consulting Psychology, 59 (4), 261-71.
Rostron, S. S. (2011). Diversity in coaching: working with gender, culture, race and age. Coaching, 4 (1), 55-61.
