From the course: Management Tips

Coaching your team

Not to many years ago, the leaders' role was to dictate. To give instructions. In essence, to tell people what to do. Things are changing fast. Today, success as a leader, is all about collaboration and partnering. Today a leader is more a coach than a dictator. All of great coaches use a few similar techniques. Try out these popular tactics. First, mind your example. This is the only indirect tactic I'll share, but frankly it's the most important teaching device you have. Whether you fully appreciate it or not, the team watches you closely. They scrutinize your behaviors, and any gaps they see between what you espouse as standards of performance and what you actually do. Be a great example. Next, ask probing questions. When interacting with your team, strive to ask questions instead of always rushing to give someone the answer they seek. You can tell them the answer, and save time in the short term, or you can engage in a dialogue dominated by thoughtful questions designed to push and prod the employee. Into finding the answers for themselves. For example, if an employee comes to you with a customer problem they don't know how to solve, you could dictate an answer. Or you could say, have you consulted with the rest of the team to see if anyone else has dealt with this issue before? Or maybe you say, as you see it, what are your options? Overall, you want to help your employee find the answers they need, while striving to develop them at the same time. Next, facilitate team improvement. Each performance period, identify one or two team processes or behaviors you wish to target. You only need to identify one or two per quarter. For example, maybe this quarter you focus on reducing inefficiencies in meetings. Next quarter, maybe you pick an interpersonal skill, say giving great feedback. As coach, your job is to facilitate, pay attention to progress, and start conversations to keep people focused. Finally, choose your moments. Realize that coaching is about knowing when to intervene, and when to walk away. You're always looking for learning moments as a coach. But before you step in with questions and conversations, look closely. Is the person or the group emotionally ready for a coaching session? Maybe yes. Or maybe they need time to allow certain tensions to dissipate. In addition, half the time, you might want to coach, but they don't need a coach. If you'll hold off, and step back, they'll work through whatever the issue is, all by themselves. In the modern world of leadership, your job is to help, facilitate, and teach. You're a coach. Follow the suggestions above, and you'll have a good shot at being a winning coach.

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