This research explores the coach and coachee's experience of psychometrics in coaching with specific reference to the conversation and the relationship. Three coaches and three coachees were recruited and IPA informed the data collection and analysis. The results indicate that psychometrics affect the speed at which issues are accessed, the depth at which coach and coachee work and the nature of their discussions. The relationship emerges as the most critical aspect of the coaching and potentially a pre-requisite to the introduction of a psychometric. Participants highlight the potential for coaches to require knowledge and skills that are currently neither provided in coach training nor in psychometrics training. The implications for the coaching profession, training providers, the psychometrics industry, and for those employing coaches are discussed.
AllworthE. & PassmoreJ. (2008). Using psychometrics and psychological tools in coaching. In PassmoreJ. (ed.), Psychometrics in coaching. London: Kogan Page.
2.
BachkirovaT. & CoxE. (2005). A bridge over troubled water - bringing together coaching and counselling, Counselling at Work48, 2–9.
3.
BaronL. & MorinL. (2009). The Coach-Coachee Relationship in Executive Coaching: A Field Study. Human Resource Development quarterly20(1), 85–106.
4.
Beddoes-JonesF. & MillerJ. (2007). ‘Short-term cognitive coaching interventions: Worth the effort or a waste of time?’The Coaching Psychologist3(2), 60–69.
5.
BerglasS. (2002). ‘The very real dangers of executive coaching’, Harvard Business Review80(6), 86–92.
6.
Biswas-DienerR. (2009). ‘Personal Coaching as a Positive Intervention’. Journal of Clinical Psychology65(5), 544–553.
7.
BluckertP. (2006). Psychological Dimensions of Executive Coaching. Open University: McGraw Hill.
8.
BuckleyA. (2007). ‘The mental health boundary in relationship to coaching and other activities’International Journal of Evidence Based Coaching and MentoringSpecial Issue 1, 17–23.
9.
CarrS., CookeB., HarrisL., & KendallB. (2008). Coaching with MBTI. In PassmoreJ. (ed.), Psychometrics in Coaching.London: Kogan Page. (47–62).
10.
CliffordT. (2011) ‘What happens when coachees explore their strengths?’International Journal of Evidence Based Coaching and Mentoring, Special Issue 5, 139–153.
11.
De HaanE., CulpinV. & CurdJ. (2011). ‘Executive coaching in practice: what determines helpfulness for clients of coaching?’Personnel Review40(1), 24–44.
12.
De HaanE. & SillsC. (2010). "The relational turn in executive coaching’. Journal of Management Development29, Nk.
13.
FadeS. (2004). Using interpretative phenomenological analysis for public health nutrition and dietetic research: a practical guide. Proceedings of the Nutrition Society63, 647–653.
14.
FlahertyJ. (2005). Coaching: Evoking Excellence in Others. London: Butterworth Heinemann.
15.
GriffithsK. & CampbellM. A. (2008). Semantics or substance? Preliminary evidence in the debate between life coaching and counselling’, Coaching: An International Journal of Theory, Research and Practic2e(1)(2), 164–175.
16.
GyllenstenK. & PalmerS. (2007). ‘The coaching relationship: an interpretative phenomenological analysis’, International Coaching Psychology Review2(2), 168–177.
17.
HarperJ. (2008) ‘Psychometric tests are now a multi-million-pound business: what lies behind a coach's decision to use them?’International Journal of Evidence Based Coaching and MentoringSpecial Issue No.2, 40–51.
18.
HeronJ. (2001) Helping the Client: A creative Practical Guide, (5th ed) London: Sage.
19.
HusserlE. (1970) Logical investigations. New York: Humanities Press (Original work published 1900).
20.
JosephS. (2005) ‘Person-centred coaching psychology’. The Coaching Psychologist2(2), 3–5.
21.
KauffmanC. (2010) ‘The last word: how to move from good to great coaching by drawing on the full range of what you know’. Coaching: An International Journal of Theory, Research and Practice3(2), 87–98.
22.
KilburgR.R. (2004). ‘When shadows fall: Using psychodynamic approaches in executive coaching’. Consulting Psychology Journal: Practice and Research56(4), 246–268.
23.
Krebs-HirschS. & KiseJ. (2000) Introduction to Type and Coaching. A dynamic guide for individual development. Paolo Alto, California: Consulting Psychologists Press.
24.
KummerowJ. (2000) ‘Using the Strong Interest inventory and MBTI instruments together’. In: KummerowJ.New Directions in Career Planning and the Workplace, Practical Strategies for Career Management Professionals. (2nd ed) Palo Alto, CA: Davies-Black.
25.
KurzR., SavilleP. & MacIverR. (2008) ‘Coaching using Saville Consulting Wave’. In: PassmoreJ.Psychometrics in coaching. London: Kogan Page. pp. 132–150.
26.
LeeG. (2003) Leadership coaching: From personal insight to organisational performance. London: CIPD.
27.
LinleyP. A., WoolstonL. & Biswas-DienerR. (2009) Strengths coaching with leadersInternational Coaching Psychology Review4, 20–31.
28.
MachinS. (2010). ‘The nature of the internal coaching relationship.’International Journal of Evidence Based Coaching and MentoringSpecial Issue 4, 37–52
29.
MansiA. (2007) ‘Executive Coaching and Psychometrics: A case study evaluating the use of the Hogan Personality Inventory (HPI) and the Hogan Development Survey (HDS) in senior management coaching’. The Coaching Psychologist3(2), 53–58.
30.
MaxwellA. (2009) ‘The co-created boundary: negotiating the limits of coaching’International Journal of Evidence Based Coaching and MentoringSpecial Issue 3, 82–94.
31.
McCormickI. & BurchG.St. J (2008) Personality-focused coaching for leadership development. Consulting Psychology Journal: Practice and Research60(3), 267–278.
32.
McDowallA. (2008). ‘Using feedback in coaching’. In PassmoreJ. (ed.), Psychometrics in coaching. London: Kogan Page. pp. 26–44.
33.
McDowallA. & KurzR. (2007). "Making the most of psychometric profiles - effective integration into the coaching process’. International Coaching Psychology Review2(3), 299–309.
34.
McDowallA. & SmewingC. (2009) ‘What assessments do coaches use in their practice and why?’The Coaching Psychologist5(2), 98–103.
35.
MezirowJ. (1991). Transformative Dimensions of Adult Learning. San Francisco, CA: Jossey-Bass.
36.
NelsonE. & HoganR. (2009). ‘Coaching on the Dark Side’. International Coaching Psychology Review4(1), 9–21.
37.
O'BroinA. & PalmerS. (2010). ‘Exploring key aspects in the formation of coaching relationships: initial indicators from the perspective of the coachee and the coach’, Coaching: An International Journal of Theory, Research and Practice3(2), 124–143.
38.
PassmoreJ. (2007). ‘Using psychometrics and psychological tools in coaching’. Selection & Development Review23(5), 2–3.
39.
PassmoreJ. (Ed.) (2008). Psychometrics in coaching: Using psychological and psychometric tools for development. London: Kogan Page.
40.
PassmoreJ., Rawle-CopeM., GibbesC. & HollowayM. (2006). ‘MBTI types and executive coaching’. The Coaching Psychologist2(3), 6–14.
41.
PeltierB. (2001). The Psychology of Executive Coaching: Theory and Application. New-York: Brunner-Routledge.
42.
PetersonC. (2009). Minimally sufficient research. Perspectives on Psychological Science4(1), 7–9.
43.
PopovicN. & BoniwellI. (2007), ‘Personal Consultancy: an integrative approach to one-to- one talking practices’, International Journal of Evidence Based Coaching and Mentoring, Special Issue 1, 24–29.
44.
PritchardJ. (2009) ‘Tools for supporting intuition’. Coaching: An International Journal of Theory, Research and Practice2(1), 37–43.
45.
RogersJ. (2008) Coaching Skills, a handbook (2nd ed.), Maidenhead: Open University Press.
46.
RubenM. & SchmucklerJ. (2003). ‘Coaching for Results: An Overview of Effective Tools’. The 2003 Annual: Volume 2, Consulting. San Francisco, CA: Jossey-Bass/Pfeiffer, pp. 1–19.
47.
ScoularA. (2007). ‘What value do psychometrics bring to business coaching?’Training Journal. March edn.
48.
ScoularA. & LinleyP.A. (2006), ‘Coaching, goal-setting and personality type: What matters?’The Coaching Psychologist, Vol. 2, No.1 pp 9–11.
SimonsC. (2006) ‘Should there be a counselling element within coaching?’The Coaching Psychologist. Vol. 2, No. 2, pp 22–25.
51.
SmithJ. A., FlowersP. & LarkinM. (2009) Interpretative phenomenological analysis. Theory, Method and Research. London: Sage.
52.
SmithJ.A. and OsbornM., (2008), (2nd Ed) ‘Interpretative phenomenological analysis’ in SmithJ.A. (Ed.) Qualitative Psychology: A Practical Guide to Research Methods, London: Sage Publications Ltd.
53.
StoberD., Wildflower & Drake (2006) ‘Evidence-Based Practice: A Potential Approach for Effective Coaching’, International Journal of Evidence-Based Coaching4(1), 1–8.
54.
VisserM. (2010) ‘Relating in executive coaching: a behavioural systems approach’. Journal of Management development29(10), 891–901.
55.
WadeH. (2004) ‘Managerial Growth - A Coaching Case Study’. Industrial and commercial Training28(2), 72–78.
56.
WallaceE. (2009) ‘Why Coaching?’Journal of Change Management3, No. 3, pp. 275–282.
57.
WallaceE. (2009) ‘Using Psychometrics and Psychological Tools in Business Performance Coaching’. Coaching Psychology International2(1), 13–14.
58.
WasylyshynK.M. (2003). ‘Executive Coaching: An Outcome Study’ (Leadership Development Forum) Consulting Psychology Journal: Practice and Research55(2), 94–106.
59.
WhitworthL., Kimsey-HouseH. & SandhalP. (1998). Co-Active Coaching: New Skills for Coaching People Towards Success in Work and Life: Palo Alto, CA: Davies-Black.
