One of the most crucial skills for internal coaches is what I call “hat switching.” This concept, which I discuss in my book Coaching From the Inside Out, refers to the ability to move fluidly between different roles within the organization.
Unlike external coaches who primarily wear one hat, internal coaches often find themselves juggling multiple roles. You might start your day in a pure coaching session, transition to facilitating a team meeting, then switch to providing training, and end with offering expert advice on a project. The key is to approach each of these roles from a coaching stance.
The art of hat switching begins with a clear understanding of when to stay in coach mode and when to offer expertise. It’s about resisting the urge to immediately jump into problem-solving mode, which can be particularly challenging for internal coaches who have deep knowledge of the organization.
I often use the analogy of becoming ambidextrous to explain this skill to new coaches. The first step is to learn to use your non-dominant hand (in this case, listening and asking questions) by intentionally keeping your dominant hand (giving advice) behind your back. Once you’ve mastered this, you can bring both hands forward, using each as appropriate.
For internal coaches, the challenge is often in knowing when to switch hats. It requires a keen awareness of what the client or situation needs at any given moment. Are you being called upon to coach, to consult, to train, or to facilitate? Each role requires a different approach, yet all should be grounded in a coaching mindset.
One of the most powerful aspects of being an internal coach is the ability to see the bigger picture. You’re not just coaching individuals or teams; you’re coaching the system. This systemic view allows you to make connections and identify patterns that can lead to more significant organizational change.
However, this insider perspective also comes with challenges. As an internal coach, you are part of the system you’re trying to influence. It’s crucial to maintain neutrality and avoid pushing your own agenda. I often remind internal coaches to pause before entering the building, metaphorically leaving themselves at the door.
Mastering the art of hat switching is an ongoing process. It requires self-awareness, clear agreements with clients and stakeholders, and a commitment to continuous learning. As internal coaching continues to grow in importance, those who can skillfully navigate these multiple roles will be invaluable assets to their organizations.
The Evolving Landscape of Internal Coaching