Coaching is now regarded as a key competency for leaders to acquire and master. Easier said than done. Many managers struggle with the challenge, some believing that it's in direct conflict with their role of 'managing' people, which requires them to be tough and demanding, whereas coaching seems to be so aligned with 'hand holding'.
Here, from our experience are seven tips that managers will find useful as they embark on the coaching journey...
1. Surrender control
Control is an illusion...especially when it involves people. At the end of the day, coaching or mentoring is about parking your own agenda to explore the other person's agenda.
2. Guide without steering
People very often know where they want to end up...your challenge is to help them create a map to get there. Remember that '7 Roads Lead to Rome' and although some roads may not suit you personally, the person you are coaching may have a real and compelling need to explore them...even without you.
3. Promote self awareness, acceptance and responsibility
Our personal beliefs and values impinge on every decision, every interpretation, every action we take. Exploring these beliefs and values is a critical part of the learning process. Taking personal responsibility for these beliefs and values liberates us to be more accepting of others, and unlock our true potential for learning. When we accept others, we become masters of our learning, and therefore more effective coaches of others.
4. Don't try to be the expert
Many educators, coaches, trainers, and leaders have a need to be seen and valued as an 'expert'...we need to avoid this temptation. In the knowledge economy, no one person can be the oracle. Instead, be the channel by which the person being coached taps into the knowledge of others. By using this approach, you will help the person being coached to avoid falling into the trap of viewing themselves or others as 'all knowledgeable'.
5. Encourage relentless inquiry
'Discovery consists of seeing what everybody has seen and thinking what nobody has thought' -
Albert von Szent-Gyorgyi (1893-1986).
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
Guide the person being coached in how to challenge the 'experts'...help them develop a straighforward line of inquiry, that suits their personality and respects others. Provide feedback to them on the degree to which they show they can balance advocacy with inquiry.
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About Brian Ward
Brian Ward is a Principal in Affinity Consulting, an Edmonton Alberta based consulting practice. He is the author of Lead People...Manage Things. He has over 25 years of experience working with all levels of leaders and teams as a leadership coach, facilitator and consultant. His website is at www.affinitymc.com
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