From: L. Michael Hall                                
2016 Meta-Coaching Support: Morpheus #14
April 06 2016 （2016 年 4 月 06 號）

There are some sessions that you just cannot coach.  Do you know what they are?   Not long ago a coach wrote to me and asked the following: “My client said that she wants to change her husband to be more creative, romantic, active, etc.  What am I to do?”  At another time, another Meta-Coach wrote this to me:

有一些教練節你就是不能進行教練。你知道有哪些嗎？不久之前，有一位教練寫信給我問我以下：「我的客戶說她要使她的丈夫變得更有創意，更浪漫，主動等。我要如何做？」還有另外一位教練寫給我：

“I am finding that the concern of a lot of executives and even CEOs in organizations that’s causing their stress is that they want employees to change and be more productive, to do things on time, to do less procrastinating, etc.  What am I to do?  How can I handle these topics so that I can help my clients get what they want?”

「我發現許造成許多高管甚至老總壓力的是他們要員工改變和變得更有生産力，要準時完成任務，不要那麽多拖延等。我該如何做呢？我要如何處理這些議題使我可以幫助客戶得到他們所要的呢？」

In each case, the problem in these questions is that what the client want is not within his or her control.  As such, it violates the critical question number eight in the Well-Formed Outcome Questions.  “Is it in your power?  Is this something that you can control?  Is it something that you can start and sustain?”

以上的這些問題是客戶要的幷非是在他的控制內。因此，它違反完善效果的第八個關鍵提問：「這

是你的能力範圍內嗎？這是你可以控制的嗎？這是你可以開始和維持的嗎？」」

When the answer is no to these questions, then what is being considered is not coach-able.  The person may be coachable, but the subject is not.  What the person wants, the person cannot control or manage.  It lies in someone else’s power.  And because it does, that’s why it is not without the scope of coaching.  That’s why, if you attempt to coach it, you are engaging in a selfdefeating pattern, in an impossible dream for the client.

當這些問題的答案是「否定」的，那麽要考慮的東西幷非可被教練。人可能可以被教練，但主題不能。他所要的東西，他不能控制或管理。那些都是其他人的能力。也因爲這樣，所以它幷非是教練範圍內。所以，當你嘗試要去教練它時，你會進入自我打敗的模式，對客戶來說是不可能實現的夢想。

That’s why you have to ask a whole series of questions that go in a different direction.  You have to ask: “What is within your control?  What can you do that would help or make a difference or that would raise the probability of working?  What influence do you have?  Do you know how to increase your power of influence?”  Then, with these questions, there may be something to coach.  For example, if the person wants others to like him, you can ask “What can you do to influence others to like you?”  Or “What can you do that raises the probability that others will like you?”

這就是爲何你要問很多問題去到不同方向。你要問：「這是你的控制範圍內嗎？」你可以做甚麽幫助你提高可行性的可能性或做出不同？你有甚麽影響力？你知道如何提升自己的影響力嗎？」連同這些提問，有可能會出現被教練的東西。例如，如果有人要其他人喜歡他，你可以問：「你可以做

甚麽影響他人喜歡你呢？」或是「你可以做甚麽提升他人喜歡你的可能性呢？」

The answer can then be a number of things within the client’s power: I can be friendly, I can ask about the other, I can smile, I can use the person’s name, I can take the time to listen and understand, etc.  These are things in the person’s power.  It does not guarantee anything, but these behaviors can raise the probability.  And if it raises the odds, then enabling the client to realize that it enables the client to now do something that improves the odds in his or her favor.

可能出現的答案會有很多事情是在客戶的能力範圍內。我可以更友善，我可以問其他人，我可以微笑，我可以稱呼他的名字，我可以花時間聆聽和理解，等。這些都是他的力量。雖然不能够保證甚麽，但這些行爲可以提高可能性。如果他提高可能性，那麽使客戶能够發現它能够讓客戶做些事情增加對他有利的機會。

All of this addresses the responsibility to/for issues in the client’s life.  If something is not inside the client’s circle of responsibility, then the client cannot speak or act to make something happen.  That power belongs to someone else.  Yet the situation is not an all-or-nothing one.  Just because I cannot “make” someone like me does not mean that there’s nothing I can do.  There are things I can do!  There are actually lots of things.  And by doing those things, I can influence the other person.  The questions now shift to a new series of questions: “What can

I do that will influence others?  What influences them?  What convinces them about something?”

這些都是有關于客戶生活裏的爲你負責/對你負責的議題。如果某些事情幷非在客戶的責任範圍內，那麽客戶不能够做出或說出甚麽使事情發生。我不能够「讓」某人喜歡我不代表我甚麽都不能做。我有些事情可以做的！其實我有很多事情可以做。透過做到那些事情，我可以影響他人。這時候提問就轉移到新的提問：「我可以做甚麽來影響他人？有甚麽事情影響他們？有甚麽西可以說服他們有關于某些事情？」

As a coach, to handle these things—think in terms of two circles.  First is the circle of power or control.  That’s your responsibility for circle.  In this circle are the person’s power to think–feel and speak and do.  In the center of that circle is the person.  Here your client can develop skills, take action, and assume responsibility.  Then there is the circle of influence.  The person is not inside that circle, but instead, the circle is outside and beyond the person.  Here the person’s words and actions spread out and reverberate further and further out.

身爲教練，要處理此事情，用兩個圈思考。第一個圈是力量或控制圈。那是你的「對自己負責」圈。這一個圈裏有他的思考-感受和說話和動作的力量。在圈裏的東西是他本人。在這裏，客戶可以發展技能，采取行動和負責。然後另外一個圈是影響圈。他不在那個圈裏而是在外面。他的用詞和行爲在這裏擴散和反射很遠。

Once you establish that what the client wants falls into the area of influence— you can now coach to the person’s understanding of influence and skills of influence.  And that, in turn, invites the client to focus communication and character.

一旦你建立客戶所要進入的影響圈裏，這時候你可以教練他對影響力的理解和影響力的技能。然後，邀請客戶專注在溝通和魅力。

Knowing the sessions that you cannot coach gives you another critical distinction as a Meta-

Coach, one that will increase your effectiveness and challenge the client about what’s realistic and what is not, what is achievable and what is not.

知道你有哪些教練節不能進行教練提供你身爲大成教練的另外一個關鍵的區分，這個會提升你的有效性和挑戰客戶甚麽是真實，甚麽不是，甚麽是可以達成以及甚麽不可以達成。

 翻譯：方秀紅
注：如翻譯有誤解原意，純屬于翻譯者對內容的誤解。內容還是以原文爲准。