Making space for coaching

As researchers advance in their careers, they often assume greater leadership roles, which can present unique challenges. Marjolein Schaap highlights that coaching can be instrumental in helping researchers become skilled leaders. While scientific expertise is crucial, effective leadership demands more than technical knowledge. Coaching provides the space for reflection, questioning assumptions, and exploring new ways of working and leading.

A researcher at a recent webinar expressed their initial desire for coaching by saying, "Look, these are all my problems — please fix me." However, coaching is not about receiving fixed solutions but rather about slowing down to think and reflect on challenges. This process leads to noticing patterns in behavior and considering alternative approaches.

Coaching differs from mentoring in that it focuses on helping individuals arrive at their own conclusions through questioning rather than providing direct answers based on another's experience. The two roles complement each other, with mentoring offering broader guidance and coaching catering to individual needs. Both mentoring, coaching, skills training, and peer networks contribute to researchers' growth as confident leaders.

Real-life examples from Laura Woods, Gerard Walls, and Dan Tennant demonstrate the positive impact of coaching at various career stages. For those seeking a thinking partner to navigate challenges like conflicts with team members or overwhelming feelings as first-time leaders, coaching could be a valuable resource. Consider joining CRUK's Leadership Coaching scheme to enhance leadership abilities with the support of a coach.