In this video, Lisa dispels common myths about coaching and shares why using key tools and practices saves precious time and benefits you, your employees, and your organization.
- Recently, I was coaching a senior VP whose goal was to transition to the executive level as a COO. And Sylvia was incredibly adapt at analyzing a problem and pinpointing solutions, but she was extremely frustrated with how slowly her solutions were implemented, and how often she ran into full stop resistance from her team. Now, what we discovered was that Sylvia's command and control style, and her need for speed, was actually responsible for slowing progress and productivity; She wasn't leading, she was running five miles ahead of everyone, expecting them to keep up. She told me she didn't have time for hand-holding, and that was the first myth to bust: That coaching is hand-holding. So, coaching is not doing the work yourself or telling people what to do step-by-step. It's guiding, questioning, prompting, and encouraging forward movement. Most importantly, it's inspiring people to take ownership of their work and their careers, and that leads right into myth number two: There is no time. Now, this is big; We're constantly challenged to do more with less, so if you start having coaching one-on-ones with people you might think you'll never get anything done. In Sylvia's case, she was spending a crazy amount of time backtracking, redirecting, putting out fires, and all of that slowed her team's productivity to a crawl. So, I want to be clear; The coaching tools and practices you'll be exploring in this course are designed to help you become more collaborative, less directive, and more efficient. You'll be giving people more autonomy and doing less hand-holding, which will save time in the long run, and increase engagement and results. Myth number three goes like so: If I grow my people, I'll lose my people. You know, here's the deal: It's one thing to manage in such a way that you create a revolving door of average talent; that would be a job killer. But it's quite another to coach people towards depth and mastery, and open doors for people. So, the flip side of this myth is that by growing your talent you're actually constantly creating value for yourself, for your people, and your company. Myth number four: Career development is the employee's responsibility. Now that's partly true; Your employees are responsible for driving their careers, but we all need champions and collaborators, people who work with us to unlock our strengths and purposefulness, and help us make use of them for everyone's benefit. In my experience, there's no question that coaching can turn around a disengaged, rudderless employee, but coaching is essential if you want to accelerate the growth of your high potentials, and create bottom-line results all around. So, right now, I want you to do three things with all these myths: First, let go of them, and make an agreement with yourself to take on coaching your people as an experiment. Second, think of two or three people on your team you'd love to help grow; now, these are people you'll experiment with to develop your coaching skills. Third, open up your calendar, and identify where you have two or three 15-minute chunks of time you can block out every week. You may be tempted to say nowhere, but you're creating a new habit that needs protected space in your calendar to master it. So, the goal here is to just get started. Three people, three 15-minute chunks of time, and remember: You're just experimenting.
- Recall methods for probing deeper in conversations with employees.
- Determine which aspect of a challenge to avoid when determining the challenge an employee can undertake.
- Recognize questions that generate the greatest number of ideas during a brainstorming session.
- Explain the advantage of using focused feedback with an employee.
- Identify the potential benefits of listening and using open-ended questions with an employee who is unhappy with her or her job.