We cannot prove human nature; we can only form our own opinion. McGregor provided one of the most accessible theoretical pieces on this point when he outlined the idea that managers view their people in two main categories. He called these Theory X and Theory Y.

TheoryX

People are lazy and don’t like work. People must be coerced or threatened with punishment. People avoid responsibility. People are primarily motivated by money.

Theory Y

Work is a natural part of life People will exercise their own direction People accept responsibility under the right conditions People are motivated by achievement, recognition, etc.

These two theories are really the ends of the same spectrum, and in truth, most of us would admit to feeling a mixture of these views about some people at some point. It is important to recognize that neither point of view can be proven right or wrong in absolute terms; they are essentially beliefs; things we take to be true about the nature of people based on experience. Therefore, what we must ask ourselves is which set of viewpoints is more useful. Probably Theory Y. It seems to me that a coach is likely to be more helpful if his starting point is to believe that the client starts with the potential to achieve his goals. So the coach’s job is to play the part in realizing that potential.

Coaching takes an optimistic view of people at work and is a Theory Y approach. Simply put, the best coaches start with a basic philosophy:

“The brain with the problem is the one with the solution”

and they work on this foundation with the knowledge that people have vast reserves of potential that are rarely used and that the coach’s job is to harness it.

This is a vital concept because, whether we realize it or not, our feelings and thoughts about people at work are reflected in our behavior. If you run your team as if Theory X is true, in the end you will get Theory X behavior in return and you will have been proven right. It is exactly the same for Theory Y. Putting this into practice requires a coaching philosophy that recognizes that people are not empty vessels into which knowledge and skills must be poured, but rather seedlings that require nurturing and support.

Only then can we develop an approach to coaching that is fully in line with these ideas.

Coaching in organizations is very similar to coaching in sports in the sense that the main concern is to perform better and develop people’s capabilities. Coaching can be interpreted in different ways and we must be aware that some opinions about coaching can be confusing. Coaching has a lot in common with training, advising and teaching etc. but it has some subtle but important differences. Effective coaching allows people to develop their sense of awareness so that they begin to see their problems and concerns more clearly.

This presents a platform on which the coaching professional can build to develop deeper understanding and practical skills. Over time, they can become excellent coaches and achieve great things with and for the people they train.