An exploration of the methods used by external coaches when coaching IT professionals

This study explored the research question:
Do external coaches use an alternative method to their norm when coaching IT professionals?
The aim of this research was to explore whether executive coaches work differently with clients who are IT professionals than with clients from other disciplines. The word ‘method’ in the research question describes how coaches work with clients and includes the model, style and tools. The literature was reviewed across the component parts of this aim. The data from experienced executive coaches working externally to organisations, when coaching IT professionals, combined with this literature helped answer the research question. Within coach development approach, models and ethics are usually addressed; however, there is little consideration given to the impact of differences within disciplines across organisations. No academic papers on coaching in the IT sector were found but there was some reference within practitioner literature which has been included. Semi-structured interviews with seven experienced external coaches, were carried out to collect the rich data needed. Thematic analysis allowed references to be gathered around four superordinate themes; Coaching Style, IT Professionals Pattern of Behaviour, Process and Relationship.
This research has shown clear differences in the method of coaching of IT professionals. Within the process of coaching, the relationship tends to develop after a critical moment in the coaching that then allows engagement of the client. The data reveals that this population are reluctant clients initially (Moore, Kambitsis and Seward, 2013). This reluctance is present both when “sent” by their organisation or self-referring. The preferred coach style identified by coaches for these clients is highly directive and challenging rather than emotional and non-direct. This research has identified an alternative framework for coaching for these clients.