I’ve been writing about why more managers don’t use coaching skills to guide and develop their people. When managers don’t have a clear framework for initiating coaching conversations, they revert to managing in more traditional ways, without coaching. Here is another framework and some powerful questions that work for coaching.

People enjoy receiving their managers’ support, yet they also want to be challenged, note John Blakey and Ian Day in Challenging Coaching: Going Beyond Traditional Coaching to Face the FACTS (Nicholas Brealey Publishing, 2012).

Blakey and Day developed the FACTS coaching model from frontline observations:

  • F = Feedback: How can coaches provide challenging feedback that informs and inspires? How can we ensure that praise and recognition for a job well done are balanced with honest feedback on mistakes, learning and failures?
  • A = Accountability: How does a coach hold people accountable for commitments without blame or shame? How can accountability be extended from personal commitments to alignment with the values, strategy and ethos of the wider organization?
  • C = Courageous Goals: How does a coach move beyond incremental goal-setting models to those that engage the right-brain attributes of courage, excitement, inspiration and transformation? Which models and concepts help structure coaching conversations and provide a practical road map?
  • T = Tension: When is tension constructive? How can coaches practice creating and holding tension without risking burnout in key performers? How can the tension in a conversation be calibrated and dynamically adjusted to ensure peak performance? When does tension go too far and damage the underlying relationships?
  • S = Systems Thinking: How can a coach stay sensitive to “big-picture” issues like ethics, diversity and the environment without losing focus on bottom-line results? What can be learned from the world of systems thinking that enables the coach to be a positive agent of change for the wider organization? What is the role of intuition in guiding interventions that reach beyond the immediate coachee and touch on deeper organizational change?

The FACTS approach requires you to master core coaching skills (intent listening, asking vital questions). You must also achieve a firm foundation of trust and respect with your employees. The FACTS approach is a launch pad for high performance and change.

Powerful Questions

Managers who avoid coaching often struggle with initiating a coaching conversation. In the absence of deep, hour-long coaching sessions, you can use key questions to realize change and growth.

Michael Bungay Stanier shares seven core questions to open coaching conversations in The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever (Box of Crayons Press, 2016):

  1. What’s on your mind?
  2. What else?
  3. What’s the real challenge here for you?
  4. What do you want?
  5. How can I help?
  6. If you’re saying “yes” to this, to what are you saying “no”?
  7. What was most useful for you?

Managers who effectively use their coaching skills will boost team performance and foster employee growth and development. You can achieve stellar results if you lose your fear of initiating coaching conversations. With a simple coaching framework and powerful questions, you’ll enjoy coaching conversations that are short, simple and provocative.

What do you think about using coaching conversations for managing? What are some great coaching questions you use? I’d love to hear from you. You can contact me here or on LinkedIn.