Coaching as a route to voice: A framework for change

Abstract

A common problem brought to coaching is one where the coaching client is unable to voice problems and concerns to someone more senior in the workplace. This paper introduces a coaching framework which supports coaches to help coaching clients think systematically about ways in which they can formulate and articulate needs and wants which address those problems and concerns. Drawing on the voice and silence literature, the Coaching as a Route to Voice framework brings to the fore power differentials between employees and managers in the workplace which act as both enablers and barriers to voice. The framework centres around three questions which guide the coaching client through a goal-articulation process which provides clarity around who is most likely to be able to support the coaching client, when best to approach them and how best to present the information in order to have the most impact.