Credibility and Coaching

Coaching works because there’s an implicit trust between coach and coachee. The coachee trusts the intentions of the coach.

However trust simply is the ticket to the show; it’s the price of admission.

What makes coaching work – REALLY work – is credibility. The coachee respects the credibility of the coach. That credibility comes in a number of flavors, but we’ll focus on the two primary areas where credibility can be built:

• Credibility as a player


• Credibility as a coach

Let’s say that you’re a new classroom trainer. Would you rather be coached by someone who’s never actually trained, or by someone who’s been there and done that? Most of us would prefer a coach with credibility in having done our job.

Now let’s say that you’re choosing between two coaches of equal experience and credibility in doing the job. Would you rather be coached by someone new to the activity of coaching, or by someone who’s coached many others to success before you? Most of us would prefer a coach with credibility as a coach.

So, how do you build credibility with your coachee?

First, recognize that credibility begins with sharing. Having the greatest credentials in the world means nothing if others don’t know about them. What is your experience as a player? As a coach?

Second, appropriately and judiciously reveal your experiences. Share your experiences in context. Here are some examples:

• “That’s a great way to position the product. In my experiences as sales rep, I’ve found that when features are tied directly to customer needs….”


• "I agree. I think one of the highlights of my training career was when I was able to build a relationship with one of my toughest students….”


• “You’re at a breakthrough place with this skill. In my tenure as coach, I’ve seen a lot of folks get to this point….”

Third, use disclosure to build empathy AND credibility. Disclosure is revealing something – maybe a bit more personal than credentials – about yourself. The act of disclosure helps break down barriers. Here are some examples of the coach disclosing:

• “I used to get really nervous before I did a presentation. Actually, I STILL get nervous, but I handle it differently now….”


• “I remember the toughest customer I ever faced. He caused me to turn in my resignation letter. Fortunately, my boss….”


• Note that disclosure should remain at a professional level and it should be helpful to the coachee. Sharing secrets about your family life or gossip about others in the office isn’t disclosure, it’s needy, pathetic, and/or destroys credibility.

Entelechy’s Coaching Model also helps the coach build credibility because the coach’s role throughout the coaching process is primarily to support and build. When the coachee accurately states, “I think if I had practiced the presentation more, I would have been less nervous and would have come across as more confident,” the coach may respond with, “I agree. I know that when I haven’t practiced enough, I feel less confident in what I’m saying. And sometimes, I know that’s cost me the sale….”

Do you agree? Do you disagree? Do you have ways in which YOU build credibility? Tell me what YOU think...