Coaching was already growing at a rapid pace before the pandemic, during which it practically exploded. Suddenly, everyone was a coach, or at least calling themselves one. Coaches started emerging on LinkedIn titles and Instagram profiles. Fitness coaches, life coaches, wellness coaches, relationship coaches, just to name a few. And like many things that seem to happen all at once, the term coaching began to encompass everything which essentially meant, it signified nothing.
Which is a shame.
Because coaching- real coaching- is one of the most powerful and effective processes available to support people in their growth. Both personally and professionally, coaching can and does help people reach their goals in ways that are empowering and proven. It is not simply the next corporate trend. It has been around in various iterations for generations and more recently as a named profession for over 40 years. Research continues to show its value and impact.
In addition to producing positive outcomes, coaching benefits your leadership in being responsive to what your team wants and needs. In survey after survey after survey, particularly among Millennials and those in Generation Z, coaching is one of the most important components professionals are seeking in their work.
SO, WHAT IS COACHING ANYWAY?
Despite its increasing prevalence- and in some ways because of it- coaching remains a bit of a mystery. Often compared to consulting, mentoring or therapy, it is none of these but resides in the same general category of helping other people reach their goals. According to the International Coach Federation, the largest and most well-known coaching credentialing body, coaching is:
partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential
Though not included in this definition, a core coaching belief that often follows it, is that clients are creative, resourceful and whole. The people we coach are not problems to be fixed, but rather gifted, self-efficacious beings who need only be resourced, supported, invested in and recognized to reach their potential. As a team leader, these are the very principles that will enable you and your team thrive. It is not your job to fix what you deem to be wrong with your people. Rather, to be an effective leader, your role is to work with your team to help them discover, develop and leverage their strengths and do all you can to support that. In this way, coaching can be an invaluable tool for you to support your team to maximize their own potential.
WHAT ARE THE BENEFITS OF COACHING?
When used consistently and correctly, coaching is an effective process to help people reach their goals. In addition, coaching not only helps people achieve their goals, it also supports them in improving their self management, decision making and problem solving. This benefits the individuals on your team as well as your team as a whole.
Further, coaching benefits you as a team leader as it reduces the time and energy you will need to dedicate to fixing, solving and making all the decisions. Coaching will help your staff develop the confidence and skills to become more self reliant. It will create a culture where you are collaborating more and directing less. You will start to enjoy the benefits from working as a team capable and comfortable sharing ideas with one another and supporting one another.
WHAT DOES COACHING ENTAIL?
It is likely you are already using many of the skills and tenets of coaching, those that are central to all effective communication, like:
* active listening
* authenticity
* clarity
Effective communication is certainly central to coaching. What separates it from day-to-day conversation is its purpose and process. Like all processes it can be extremely valuable and it will not be applicable in all situations.
At its core, coaching is a collaborative process that supports people in reaching the goals they set for themselves. It is non-directive, non-judgmental and completely client driven. The results are the client’s to own as are the goals themselves.
AS A TEAM LEADER, WHEN SHOULD I USE COACHING?
Coaching can be used in ongoing areas of growth and development, when staff are working on their organization, public speaking, grantwriting or sales- most any skill really. As they hone this new skill, coaching is a great way to help them identify where they are thriving, where they are struggling and how to work through their challenges. It helps them define what success looks like, the steps they need to get there and support they can access along the way. As you check in with them about the developing skill, you can ask them questions, like:
* What was successful for you this week (with this new skill)? What made it successful?
* What was an obstacle that you encountered this week (with this new skill)? How did you overcome it? How can you plan to get ahead of it next time?
* What do you need to continue growing in this area?
You may notice a couple of things with these questions. 1) There are no ‘why’ questions, as they often put people on the defensive; and 2) The questions are designed for your staff to reflect on the process, arrive at their own conclusions, and set themselves up for success next time. You are creating space for staff to come up with the answer. You are empowering them and teaching them how to do it themselves with your support.
Advice is not part of the purest form of coaching. But you are not trying to be a coach. You are trying to effectively use coaching skills with your team. It is perfectly fine (and in many cases advisable) to provide your own thoughts, ideas and advice. But not nearly as often as you are likely currently doing it. Resist the urge to bring it back to you or immediately tell them how you think they should proceed. People generally do not respond well to being told what to do, even when they ask first. Provide resources and suggestions, but recognize that you are two very different people, and even if your situations appear similar, there are always many layers of nuance.
You can also use coaching when you are supporting staff through a particular situation or assignment. For example, your staff is preparing for a presentation and they are nervous. Instead of, or perhaps in addition to jumping to advice and suggestions, you can coach them through it. Ask them questions like:
* What outcome are you hoping to achieve?
* What are some different ways you could approach this?
* What are some of your concerns? How might you address those proactively?
Similarly, after the presentation, you can coach them through the reflection and follow up. Recognize that there is a lot of subjectivity in how we perceive performance, despite our tendency to process and present our feedback in an objective way. When it comes to things like presentations, or writing reports, or several other tasks, there is rarely only one way to do it correctly. The parameters may be objective (e.g., the length of the presentation, the types of slides you use, the material you cover), but it is far more subjective to deem a presentation engaging, effective or clear. This is where coaching can come in.
Access curiosity- authentic curiosity- to guide the conversation.
* How do you think that presentation went? What makes you think that?
* What is something you think went well?
* Did you get the sense your audience understood your message? How can you be sure?
* What is something you will do differently next time?
Again, no ‘why’ questions. And a sincere attempt to understand your staff’s point of view. This opens up the conversation to explore areas of agreement and discrepancy. If, for example, they name something they think they did well, and you think it was not so great, this is a wonderful opportunity to work through it together. Recognizing your perceptions as your own, approach it from that angle, “Here’s how I perceived it. What made you perceive it that way?” It eliminates the my way is the right way and the only way.
AS A TEAM LEADER, WHEN SHOULD I NOT USE COACHING?
Coaching is generally not the best fit when it comes to crises, technical tasks, or learning something new. In these examples, traditional teaching and modeling are generally more effective.
Coaching should also not be used to manipulate staff into doing what you want them to do. If you have a directive, you should present it as a directive, being clear about what it is and why you are directing it.
IS THERE A MODEL I CAN USE?
Tons! A common one I suggest starting with is the GROW model. It is simple and logical and you may already be using it without the official acronym. This framework guides the coaching in a natural sequence of
Establishing the Goal
Exploring the Reality of the circumstances
Evaluating the Options to proceed
Determining the Way forward
There are several models you can use, so experiment with different approaches and styles. Again, you are not working toward your coaching certification. Your goal is to support your staff as effectively as possible and finding a way that works best for both of you. Like with all other things, different staff will respond differently and you will need to adjust accordingly.
WHERE DO I GO FROM HERE?
Start. Talk with your staff about what you are trying to do. Fumble through the process with them. It will likely feel awkward, like all new things. Anticipate this and do not let it prevent you from forging ahead. Coaching is a powerful process that will benefit you and your team so give yourself the time and opportunity to reap its benefits.
You may consider further training on coaching, and I always support people investing in their own coaching (ideally through your organization’s professional development budget.) If you would like further support, I’m happy to coach you through it 😉
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