The Importance of Trust in Coaching

by Seth Sinclair

According to The Executive Coaching Forum (TECF), the most common reason a coaching engagement fails is the breakdown of trust.  Trust between a coach and a client is highly correlated to ethics, especially around the issue of confidentiality.

In nearly all coaching relationships, a coach is the recipient of important personal or sensitive professional information about a client.  Sometimes, that information might be damaging if it falls into the wrong hands.  Those being coached must trust that any personal information coaches are given access to will be kept safe and secure, and will not be discussed with any unauthorized parties.  In our blog on establishing the coaching agreement, we discuss the importance of defining how confidential information will be handled before the coaching process starts: once the process begins, that agreement must be fully respected. 

Ensuring confidentiality may be the most important aspect of building a relationship based on trust, but there are some other things coaches and those being coached can and should do to develop and maintain trust in their relationship.

The first of these is for coaches to do what they say they will do, by arriving at face-to-face appointments on time, or calling at exactly the designated time; by noting agreed-on follow up items, such as reports or reading material, and providing them promptly; by offering prompt feedback; and by living up to their word in all of the ways dictated by the coaching session.  Modeling trustworthy behavior positions the coach to hold the client accountable for being on time for coaching sessions, rescheduling sessions, if necessary, well in advance; and doing their “homework” so they are fully prepared before every coaching session.

Trust is also built by active listening.  Coaches need to make an active effort to hear and understand what their clients are saying—not only the words, but also the whole message those being coached are trying to impart.  That means paying careful attention at all times; avoiding distractions, noticing body language, emotions, and context. Asking questions, or summarizing what’s been said, is another way in which coaches demonstrate they are fully involved in the conversation.

Finally, coachees need to trust that their coach supports them without judging them.  Great coaches become partners with those they coach—helping them achieve their personal and professional goals, increasing their confidence and self-awareness, and improving their leadership skills.  They use all their coaching tools to get those they coach to take action themselves to improve their performance.  Without a foundation of trust, the relationship will not reach the level of partnership needed to achieve transformational results.