Coaching practices for What's the Difference Between Integral Coaching and Traditional Therapy

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For What's the Difference Between Integral Coaching and Traditional Therapy, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I sit down to coach someone through what happened and they’re already braced, because they know I’ve made up my mind about how they did
• The people I coach leave fired up with a plan, but the first ordinary snag throws them and the whole thing quietly dies
• I treat my whole team the same way and run the same kind of one-on-one with everyone, and it’s landing flat
• I think I’m asking questions, but they’re really suggestions in disguise
• When I coach people, almost everything out of my mouth is about their body

Practices that may help

1. Replace performance review conversations with feedforward conversations
   In coaching conversations, ask "what could you do differently?" instead of "what went wrong?"
   Feedforward: Future-Focused Feedback That Actually Changes Behavior
2. Obstacle anticipation before close
   Before ending, ask "what could get in the way?" and pre-plan the response.
   The GROW Coaching Model, Made Practical
3. Treat each person as an individual with distinct needs and aspirations
   Know what each team member needs to grow and provide support tailored to them.
   Transformational Leadership, Made Practical
4. Powerful open questions at every stage
   Ask questions that invite thinking, not ones that suggest answers — and ask more than you tell.
   The GROW Coaching Model, Made Practical
5. Rewrite internal-focus coaching cues as external-focus equivalents
   Audit your coaching language and convert body-focused instructions to effect-focused ones.
   External Focus of Attention, Made Practical
6. Narrative Therapy: Rewriting the Stories That Define You
   Narrative therapy, developed by Michael White and David Epston, holds that people live by stories — about who they are, what they’re capable of, and what their experiences mean. By separating the person from the problem ("the person is not the problem; the problem is the problem") and finding "unique outcomes" that contradict a limiting story, therapy opens space to author a more empowering alternative. The evidence base is growing but smaller and less methodologically uniform than CBT.
7. Create thinking space rather than filling every meeting with content
   The most valuable thing a coaching manager provides is protected time and space for reflection — which most teams never get.
   The Leader as Coach: A New Management Paradigm
8. Explore Reality — establish an honest assessment of the current situation
   Help the person see their current situation clearly and specifically, without judgment or premature solutions.
   The GROW Model: Coaching Conversations That Actually Move People
9. Maintain a high question-to-statement ratio throughout GROW
   Ask questions far more often than you offer statements — the coachee’s thinking is the product.
   The GROW Model: Coaching Conversations That Actually Move People
10. Close the GROW loop with session review
    At the start of the next session, review what was committed and what actually happened before setting a new goal.
    The GROW Coaching Model, Made Practical

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