Featuring:
Vijayakumar Rajagopal, PCC, ACTC Systemic Coach

Interviewed By: Sripriyaa Venkataraman
Curated By: Chandrani Datta

[If you are a manager or a leader in an organization, we believe that our Lamp, Ladder, Lifeboat series of interviews will guide you in nurturing the leader-coach within you, helping you make better choices for yourself and your team. In this series of thought leadership interviews, we have spoken to several esteemed leadership coaches who share ways of illuminating your path, holding onto the light within and navigate the choppy seas of life and changes]

In this enlightening interview, Vijayakumar Rajagopal, a seasoned coach uses powerful metaphors, emphasizing diversity in methods, empowerment of coachees, and the creation of a nurturing environment for growth. He tells us about guiding individuals through significant life and career transitions, leveraging strategic questioning to provoke reflection and change.

As a coach, what metaphors best describe your role and approach in your coaching practice?

In my leadership coaching practice, I find two metaphors particularly resonant. First, I compare my role to that of a peacock, symbolizing the diversity and richness of the tools, learnings, and perspectives I offer. Just like a peacock’s feathers display a mesmerizing array of colors that blend to create magic, my leadership coaching combines various elements to foster new, fascinating experiences and growth.

Secondly, I see my role akin to that of a co-pilot in aviation. This metaphor reflects my approach of empowering the coachee to take the pilot’s seat, steering their journey, while I provide support and guidance from the co-pilot position. This isn’t about instructing from a place of authority; rather, it’s about watching and facilitating the coachee’s growth and emergence as a leader. It’s akin to an experienced pilot overseeing and mentoring a developing one. This dynamic creates a safe environment for the coachee to take risks, learn, and evolve, knowing they’re in capable hands. It’s about building a space where professionals can confidently grow into a new league of their own.

As a coach, how have you acted as a guiding lamp for your mentees, helping them to illuminate their path, acting as a ladder to their growth, and serving as a lifeboat in challenging times?

From a coaching standpoint, individuals often start in a disempowered state, not necessarily struggling, but having outgrown their existing resources or strategies. This situation, more a perception shift than actual darkness, presents an opportunity to guide them towards empowerment. As a coach, I help coachees realize they’re not completely in the dark but need more illumination. We work towards acknowledging this need and moving towards the proverbial ‘light at the end of the tunnel’. The journey, shared with a co-traveler, transforms the darkness into a path towards enlightenment.

It’s crucial to understand what has caused the dimming of their light. Usually, the light hasn’t gone out; it’s either not bright enough for their present needs or obscured by neglect, like lack of self-care. Our conversations focus on revealing that the light still exists but might require more care or a stronger intensity. This realization enables coachees to enhance their approach and continue their growth journey.

Can you share any recent experiences where you’ve helped your coachees navigate challenges using the metaphor of light or lamp? We’d love to hear how these concepts have been applied in real-life coaching situations.

I’m currently working with a vertical head, essentially a director of a specific division. This individual has primarily focused on their domain, experiencing some broadening at certain stages. However, they’re now being elevated to a level that’s unfamiliar, focusing more on strategy and business rather than domain knowledge. Initially, this person tended to rely on what worked in the past. But they’ve entered a new landscape where being a subject matter expert or the most knowledgeable person in the room is no longer the primary context.

At this point, it’s crucial to understand that the game has changed, and we’re at an inflection point. We need to reframe our approach to fit this new scenario and identify the necessary growth, which may not be linear. It could involve exploring different directions, like production or activating dormant skills.

This is an example of someone who has risen to a senior level and is facing challenges at the peak of their career. This situation is common at every stage of career progression, from being an individual contributor to a team leader, though on a smaller scale. As we grow, we expand our capabilities and adapt to new challenges.

In your experience with the metaphor of a ladder in leadership coaching, what have you learned about coaches who get stuck mid-ascent? When they aim to climb higher but can’t progress, what are the usual reasons for this stagnation?

We all operate on an internal ‘operating system’ that shapes our beliefs about what’s possible. In coaching, a major focus is breaking through perceived barriers. Coachees embark on this journey for reasons like personal growth or organizational coaching opportunities. As they work on themselves and climb the metaphorical ladder, they may feel overwhelmed by the height they’ve reached, facing fears and a sense of being daunted by new perspectives and visibility.

At such points, the role of the coach is pivotal in addressing these challenges, helping the coachee break through the glass ceiling and overcome limiting beliefs. This process leads to the formation of a new, more confident identity for the coachee.

Indeed, as one climbs the ladder, the sense of overwhelm can increase, with the perspectives and challenges at each level differing significantly from the ground. The coach’s guidance becomes crucial in navigating these evolving challenges.

Can you recall a specific question you’ve asked a coachee in such situations that really made them pause and reflect? Has there been a moment where your questioning led to a significant shift in their perspective?

The first question I posed was about their commitment to the opportunity they had been given. I asked, ‘Are you doing your best with this opportunity?’ This question was aimed at encouraging a sense of ethical and moral self-responsibility. The coachee pondered over it and expressed doubt about doing justice to the opportunity, feeling overwhelmed by the challenge.

We continued our discussions, and during one session, the coachee spoke about his family. At this point, I asked him to imagine if his son were in a similar situation and decided to give up prematurely. I questioned, ‘What would you tell your son in that scenario?’ This shifted his perspective, prompting him to consider what potential future lay ahead and whether he was realizing his own potential. It helped him apply this thinking to his own situation and reassess his decisions.

Another critical angle we explored was his role as a role model for his growing son. I asked, ‘If you want to be a good example for your son, would giving up on this opportunity help or hinder that goal?’ These questions significantly impacted his outlook, helping him gain a new perspective, which led to positive developments in his approach.

How do you, as a coach, create a safe environment for your coachees, particularly when they feel demotivated or are considering giving up? Could you elaborate on the methods you use to establish this ‘container of safety’?

It’s a lengthy process to establish a container of safety. Initially, when you start, you’re essentially two strangers. There might be a preliminary chemistry meeting, but it’s quite superficial, just to gauge if working together is feasible. Once past that point, and when you sit down for an in-depth conversation, it requires intentional mindset, effort, and demonstration of certain qualities. These are crucial for building psychological safety and trust, like the ability to listen without judgment and other key coaching competencies.

It’s not magic; trust is earned gradually. Typically, by the second session, people often feel more comfortable opening up, and the sessions become increasingly productive. One tool I use is setting clear expectations at the beginning. I inform them about what they can expect from me – honesty and a clear perspective. I ask for explicit permission to be direct and reflective with them. When they agree, it indicates their readiness and commitment to the process.

This contract sets the stage for a safe and confidential environment. It’s about multiple, concerted efforts. When it’s necessary to deliver a tough message for the coachee’s benefit, I refer back to our initial agreement. I remind them of it and ask if it’s okay to proceed with the challenging feedback. Once they agree, it reinforces their trust, showing them that I have their best interests at heart and no ulterior motives. This clarity and mutual understanding pave the way for effective coaching. That’s been my experience.

Coaching is always about helping them push their boundaries in a safe way. So how do you motivate your coaches, the leaders that you work with to take risks?

In my coaching practice, progression is staged. Coachees start with micro-experiments like role-plays during sessions, gaining insights for improvement. As confidence grows, they expand these experiments to their team, from direct reports to peers and higher levels, building strength and facing challenges along the way.

Setbacks offer reflection and growth opportunities. We analyze outcomes to broaden their vision, focusing on identifying opportunities in challenges. When old habits resurface, it’s crucial for coachees to reflect and increase self-awareness, helping them to stay on course.

A key coaching aspect is the holistic consideration of goals within the coachee’s environment, ensuring personal and professional development aligns with their organizational culture. Throughout the engagement, I stress proactiveness and a clear focus on end goals. Each session has defined goals, maintaining direction and success. As coaching progresses, coachees take increased control, with my role being to guide and provide necessary adjustments. This method keeps coachees self-aware and committed to their development journey.

There is a lot that’s happening within oneself and outside. How do you help your coaches make sense of their headwinds?

Today’s world is marked by uncertainty and rapid change, a far cry from the days of predictability. Change is now a constant, and we’re increasingly learning to anticipate it, always aware that it’s a matter of ‘when’ and ‘how’, not ‘if’. In this context, headwinds, while initially perceived as challenges due to their unfamiliarity, actually conceal opportunities. It’s about shifting perspective – seeing these challenges not as barriers, but as catalysts for potential growth. I encourage people to ask, ‘What opportunities lie within these headwinds?’ This approach transforms their mindset from merely solving problems to exploring possibilities, leveraging the headwinds to soar higher, much like a kite uses the wind to fly. It’s about recognizing that within every challenge or difficulty, there’s a hidden chance for growth and innovation.

Also Read: How a Coaching Mindset Sets Exceptional Leaders Apart

Vijayakumar Rajagopal

PCC, ACTC Systemic Coach

Vijayakumar Rajagopal (Vijay), is an experienced facilitator and coach and delights in the joy of making others great. His vast experience across the globe in a variety of leadership roles has helped him tailor his engagements across cultures. He is currently leading a number of engagements in the areas of Global Leadership Development, Women Leadership, Group and Executive Coaching. He is certified through Post graduate Program in Executive Coaching , certified by Coaching Foundation India ( CFI).