What Great Coaches Do

 

Landry quote

Last week I attended the Inside Out Development coaching workshop. It was a great opportunity to reground myself, an experienced coach, in the core principles of coaching and to think about how to make the idea of coaching accessible and relevant to leaders at all levels of my current organization. We all can think of great coaches in our lives (yes Janice Payton I am thinking of you!). When you ask yourself what impact they had on you, you will likely think of things like, he/she pushed me harder than I thought I could go. He/she believed in me. He/she gave me confidence and recognition. I don’t think anyone looks back and says my best coach pushed me to work every night and weekend. Believed PowerPoint was an art form. Gave me the confidence that I could be triple booked most of the time. Yet all of us, even with the best of intentions, can fall prey to the reality of workplace pressures and timelines. So what can we do to make sure we stay focused on coaching vs. tasks? After my coaching workshop I am recommitting to (1) asking vs. telling  (2) staying curious and (3) business KPIs for coaching.

Asking vs. Telling.  Think about how many questions you are asked in the course of a day. From “Mom, what’s for breakfast?” to “Can you help me with this report?” to “How should we plan our (volunteer) fundraiser this year?” And like the answer ninjas we are, we usually whip out solutions as fast as the questions are coming. It may feel efficient, but as Ken Blanchard points out in the One Minute Manager, what you are actually doing is positioning yourself as a professional “monkey collector.” All those monkeys– questions/problems others have–get lobbed your way, and you now have a new collection of monkeys to solve for- in addition to your original to do list.  So what if instead of telling, we focused on asking? In this video, Alan Fine, the founder of Inside Out Development, discusses shifting from fixing the gap we see in others, to focusing on closing the gap between our telling and asking. Fine encourages leaders to build this practice by using three simple questions: What’s working? Where are you getting stuck? What could you do differently? By starting with these questions before jumping to telling, you teach your team to reflect, empower them to solve their own problems, and free yourself from the monkeys.

Staying curious. We all have reactions to situations and people. Just saying certain names or topics, particularly in our current political times, can evoke a strong reaction and facial expression. But what if we could stay curious instead of jumping to conclusions? When you are at work, and a certain name pops up on your phone, you could roll your eyes and think,”Oh great, what could Joe want now? I’m sure he’s going to blame me that we missed our milestone.” Or, you could say, “Joe and I both know we missed that milestone. I wonder what we could do to move forward? I wonder what perspective he has on what we could have done differently?” Setting your mindset to a curious state opens you up to possibility and changes the tone of your interaction before it even begins. It takes a second to make this change, but pays off in spades.

Business KPIs for coaching. Coaching has a mixed reputation. Many HR people love it because it is good for retention, engagement, and development. Many business leaders see it is as an expense, time off the job, and squishy. If we are honest, both are true. I am lucky to be tasked with building a coaching and leadership development program from the ground up. As we develop our strategy, we will be talking about increased productivity, improved customer service scores, and higher turns as our measures of success. Of course I hope to see improved retention, engagement and development as well. But those won’t be the focus in our design or metrics.  Vince Lombardi said, “Winning is not a sometimes thing. It’s an all the time thing. You don’t win once in a while, you don’t do things right once in a while, you do them right all the time. Winning is a habit. Unfortunately, so is losing.” Substitute winning and losing with your business’s top initiative, and ask yourself if you are being relentless in getting to that end goal, and how your initiatives help your teams to build the right habits.

Coaching, like so many other elements of leadership, is talked about and trained on, but hard to put into everyday practice. In a busy world that rewards expertise and confidence, telling is a natural reaction. Making judgments helps us take shortcuts. Focusing on our function vs. our organization is efficient. But it can’t build your team’s capabilities or your organization’s long term success. Sloane Stone was ranked 83 before the US Open, and walked away a champion, the third player ranked outside the top 10 to win the U.S. Open since computer rankings started in 1975. Her coach, Kamau Murray, attributes her success to her hard work, her focus, and their honest relationship. “It’s a progression. It’s not like a one-hit wonder where she won a grand slam prior to winning anything else. If you look at her trajectory, it’s been a line of progression, it hasn’t been like a spike. When you have that kind of development, it’s more sustainable than a flash in the pan.” Let’s build sustainable wins for our business by building a coaching practice on asking vs. telling, staying curious, and one that is all about the business.

 

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