The Leader as Coach

The Role of Leader as Coach

I am going to show you how important it is for you as a leader to coach within your own organisations.

I have already shown you the different types of coaching and mentoring that are available out there to help you with whatever development issue you might be facing.

In the work I do with senior executives, it continues to amaze me that, despite all that is written and spoken about coaching and its value in driving performance, few executives are actually engaged in coaching their own team.

Given that an active and on-going programme of coaching is proven able to move performance towards the ideal and beyond - making it one of the most transformational tools in the leader's range of accomplishments, a number of possible barriers have been shown to 'get in the way' of more leaders becoming actively engaged in a coaching role.

However, if you are the type of leader who already knows and appreciates the value of coaching - whatever situation you are in - you might want to try a simple, but effective technique called:-

The GROW model

Look at the following points and see if you identify
any of your own fears in them.

* Time Pressure. Some leaders believe that their time is more usefully spent on increasing shareholder value or setting corporate objectives and see these as the 'real' business issues rather than coaching peers or subordinates.

* Fear This can take several forms such as the fear of becoming too involved in another's issues or that the person being coached might feel insulted. Or even, there maybe a latent unwillingness to enhance someone else's performance at the expense of one's own.

* It's Not Necessary Some leaders have the mistaken belief that if people are employed to do a job then they should just get on and work out how to do what they are being paid for! The business has not got the resources to 'coach' people.

* It's Someone Else's Job Some leaders may feel that coaching belongs in H.R. as they themselves feel far more comfortable in 'directing and controlling' than the messy people issues.

Please take note if you are one of those leaders who really believe that share-holder value is of more importance to your company than developing people. (Despite what is written in the average Annual Report about 'People are Our Greatest Asset'. Scratch the surface and you will see by their actions that pitifully few senior executives act on that statement! And by what you do are you really revealing what you believe and not by what you say)

Studies have repeatedly shown that organisations which foster excellence in people-management enjoy success over the long term.

A successful coaching relationship depends on the person being coached to be willing to admit that their are areas for improvement and not hide errors in order to make a good impression - particularly if performance appraisal also leads to salary increments - or not!

The coach also has to commit time and attention to understanding where and why performance failings are occurring and to help empower the person being coached to find and implement his/her own solutions.

The skills most required to be an effective coach are listening, giving feedback and an ability to spot the best course of action to take. If this climate is encouraged at all levels of the organisation, a climate of urgency and continual improvement can be created. Every member of an organisation become motivated to continually seek innovative approaches to solving problems as well as finding new and better ways of performing. The organisation, as a whole, has the possibility of becoming always receptive, rather than resistant to change.

Guidelines for Coaching

1. Establish an Open and Honest Relationship Based on Mutual Trust.
The person being coached should be able to be honest with you as well as being open to your feedback regarding performance weaknesses. This can only happen if she feels that you are genuinely there to help her and that your judgement is to be trusted.

2. Lead by Example.
Walk the talk! It is easier to coach someone if they feel that you act as a role model and demonstrate the behaviours you are asking her to adopt.

3. Praise Good Performance as Well as Criticise Poor Performance
People are more willing to accept and act to improve poor performance, without becoming defensive, if it is given within the context of positive support and recognition of good performance.

Tips on dealing with Poor Performers.

4. Communicate Effectively Using Active Listening
Effective communication is the cornerstone of good coaching. Being able to demonstrate that you have 'heard' the person being coached and recognise their point-of-view is vital to secure the required changes in behaviour.

Tips for Effective Listening

5. Show Empathy
Put yourself in the 'shoes' of the other person. Show that you understand where they are coming from and recognise their efforts to improve and change.

6. Provide specific Guidance and Points of Action
Goals for change should be made specific rather than general with precise, measureable action points for the coachee to follow.

7. Help the Person Go Beyond Their Usual Horizons
The coach should be inspirational. Radical solutions, beyond what the coachee would create for themselves make the coaching relationship worthwhile for the coachee and the organisation.

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