Your time is scarce. You have goals to reach. Yet, carving out moments to intentionally develop people seems like a luxury. Our facilitators hear these concerns every time we introduce the concept of a coaching leadership approach.
I can hear you say, “I don’t have time!” or “It’s easier just to tell people what to do!” Yes, initially, taking a directive stance is easier. But, this limiting view will ensure that your people won’t feel free to solve problems without consulting you at every step. Telling people what to do results in a cycle of dependence and bottlenecks. It also prevents you from delegating and focusing on higher-level work.
That’s not Coaching – it’s Telling
Many leaders think they are coaching people when in fact they are simply telling them what to do. Once we provide leaders with a structure for coaching conversations and practice during Thrive Leadership workshops, we can see the light bulbs go on.
After 10 minutes spent practicing coaching, leaders realize how hard it is to avoiding giving advice. Even though these leaders know the purpose of coaching is to guide rather than tell, it feels more natural for them to produce the solution and move on. This new level of awareness helps them catch themselves in the habit of providing all the answers. This is quite a relief for some leaders as they realize they don’t have to have all the answers.
How Coaching Helps Employees Problem-Solve
Mark works for Susan, a boss he appreciates for her direct yet considerate communication style. In the two years Mark has worked for Susan, he has excelled in both performance levels and learning. However, success didn’t happen overnight. Early in their relationship, Mark struggled. He brought problems to his former boss whenever he felt overwhelmed and received specific instructions to solve them. Susan had different expectations. She challenged Mark by asking many questions about what made his situation difficult and what he had already tried to solve the problem. She also asked about what he saw as the options to course correct. Susan’s approach felt counterintuitive to Mark. He thought, “Wouldn’t it just be easier if she gave me the answer?”
Susan’s coaching approach helps Mark build capacity in problem-solving and decision making. She listens to Mark’s dilemmas in consistent one-on-one meetings, but she resists rushing in with solutions. Instead, Susan asks questions to understand Mark’s goals and then helps him define the problem and separate facts from assumptions. Once Mark starts to reframe problems as challenges to overcome, brainstorming options with Susan leads him to actionable steps towards his goals. Although not every plan works perfectly, Mark has gradually built solid skills in problem-solving and shows better autonomy and confidence in his abilities. Susan’s willingness to take time to coach Mark empowers him to create a game plan to reach his goals and manage the inevitable obstacles.
Worth the Effort
A coaching leadership style allows direct reports to be more self-reliant. Coaching conversations foster learning and signal an expectation that employees are capable and can handle things independently.
When leaders coach their direct reports, they are investing in their professional development. They challenge employees to expand capabilities, give them freedom to make decisions, and provide feedback to guide performance. Yes! Coaching leaders still have opportunities to weigh in on options when appropriate. However, they pause long enough to assess when to do so based on the situation.
Coaching works! You will motivate, develop, and engage your employees to contribute at much higher levels. Build the essential skills of coaching and watch your team deliver extraordinary performance.