The Power of Seeking Help: Why Strong Leaders Embrace Support

Knowing when to seek help is a hallmark of strong leadership. If we deny ourselves support when it is needed, we run the risk of experiencing psychological harm, burnout and the inability to do our jobs. However, when we embrace professional support services such as coaching and counselling, we can address barriers to growth and success and set a strong example for others in our organizations.

A recent publication that examined 20 scientific studies reported that leadership coaching is an effective platform for positive change and personal development. Specifically, it notes that coaching can result in “significant positive effects for some specific outcomes, such as self-efficacy, psychological capital, and resilience.”

Counselling, on the other hand, can help individuals overcome personal insecurity, a faulty belief system that is holding them back, or at-risk behaviours that threaten well-being and put personal and organizational brands at risk.

Understanding the similarities and differences between coaching and counselling

Both coaching and counselling increase self-awareness and accountability for actions. They facilitate learning, development and growth, and can help us reach our full potential. I have seen leaders flourish and grow from both, especially when they were open, ready, and motivated to do the work and develop the knowledge, skills, and habits to achieve the desired results.
 
However, there are fundamental differences between these two practices.

Coaching – Leaders typically seek coaching support to elevate performance in an existing role or to prepare for a future position. In coaching sessions, leaders address challenges, work toward achieving important personal and organizational goals and outcomes, and identify steps to progress in their careers. While capacity and emotional well-being are not the focus, effective coaching can help leaders lower stress and increase confidence, which typically boosts their well-being.

Counselling – Leaders in need of counselling usually want to work through a challenge that is impairing their ability to function to their full potential. A leader may need support working through past challenges, such as a painful loss like divorce, trauma, or a personal life struggle. Counselling can help address personal challenges, work through difficult situations, and identify healthy coping behaviours to move forward. Counsellors can also facilitate risk-averse screening for suicide, substance use, home environment safety, financial and emotional support systems, and cognitive and emotional functioning. The focus often begins with safety and reducing primary symptoms and risks. As you start to feel stronger, the counsellor will work with you to identify goals and steps to get back on track.

Deciding where to begin 

I have seen clients in a clinical counselling environment over the past 30 years, and I was engaged in leadership coaching before the International Coaching Federation (ICF) was founded in 1995.

If both supports are needed, I typically recommend that a person in engage in professional counselling to deal with personal issues before working with a coach. Counselling and coaching both require considerable effort and energy for new habits to develop and help leaders grow. Trying to move through personal and professional challenges in tandem can be a lot to take on.

Counselling is about healing, resolving, and developing tools like emotional regulation to better cope with life’s demands. As you grow stronger through counselling you will have greater capacity and energy to work with a coach.

Helping other leaders in your organization access the support they need

• Let others in the organization know how they can access support —Talk about the programs and professionals that are accessible through benefit programs and EFAP. Share information about the resources that are available and, if you are comfortable doing so, talk about your own journey to help eliminate stigma. Stigma is a challenge, and, too often, a barrier for leaders who are struggling with thoughts and emotions to engage in help-seeking behaviours.
• Educate leaders on the differences and benefits of coaching and counselling — Educate leaders in your organization so they understand the differences and benefits of working with counsellors and coaches.
• Provide resources to help leaders understand which type of support they need — When I meet with individuals, I send them the link to Q12 for Leaders, which is designed to screen and help professionals evaluate whether they may benefit most from a coach or a counsellor. Having the individual complete this quick screen can help them decide what may be most helpful based on their current situation.

It is essential to protect yourself and others by hiring professionals. EFAPs typically vet counsellors to ensure they can provide proof of education, credentials, and insurance.  If you offer coaching through your organization, be sure to find professionals who have the appropriate credentials and malpractice insurance. Coaching has become a big industry. The 2024 global coaching market is estimated to be generating $4.564 billion, and online coaching alone is expected to bring in $11.7 billion by 2032. 

You can mitigate the risk of exposing yourself and other leaders to unqualified coaches by setting minimum hiring standards. ICF provides tips for hiring a coach, including asking about their experience, skills, and qualifications and requesting at least two references. Ideally, they should be an ICF member in good standing.

Asking for support isn’t a sign of weakness; it is the exact opposite. Seeking the support you need sets an important example for others in your organization and sends a strong message that you are committed to helping them when they feel challenged personally and/or professionally.  

Get to know the authors – Dr. Bill Howatt