Coaching conversations…
The task of the leader is to get their people from where they are to where they have not been. – Henry Kissinger
Get your team used to you asking for their opinion and helping them develop their own solutions by asking open questions. When to use coaching and with who is a point of debate as it will not serve every employee in any situation.
The decision how to approach a situation can depend on a number of factors but is clearly linked to the employees ability and development, as well as the business circumstance.
I like the question ‘What will best serve the employee now and in the future’.
What is your instinct telling you? Challenge yourself to try a coaching conversation more often.
If you find yourself reverting to telling 99% of the time then you probably need to look at yourself to understand why you struggle with this.
If your team come to you to make an important decision, get curious, first ask them what decision they would make if they were in your position and listen. It is fine to decide on a different alternative in discussion with the employee but ensure you explain clearly why.
As long as your employee feels listened to and understands why you decided differently they should not be demotivated.
When managers ask from curiosity, it shifts responsibility to the employee; in the process employees become contributors, not just agents. This approach draws on their own resourcefulness and creativity, and they are more likely to own the results they achieve. – Co-Active Coaching – The Proven Framework for Transformative Conversations at Work and in Life. Henry Kimsey-House, Karen Kimsey-House, Phillip Sandahl, Laura Whitworth
For a slightly different perspective on this topic take a look at the following article.
