Even though most managers get trained in coaching skills, the majority aren’t having coaching conversations that expand awareness, thinking and capability in the people they lead. Why don’t more managers coach?
According to John H. Zenger and Kathleen Stinnett in The Extraordinary Coach: How the Best Leaders Help Others Grow (McGraw-Hill Education, 2010), three common barriers stand in the way:
- Misconceptions of what coaching is
- A desire to avoid difficult conversations
- No clear game plan for initiating and framing coaching conversations
I discussed the first reason, misconceptions of coaching in my previous post here. Let’s discuss the next two barriers.
A Desire to Avoid Difficult Conversations
Coaching conversations require time and energy, but they’re the only way to gain trust, honesty and transparency. If you’re unwilling to invest the required time and effort, coaching will inevitably fail. Both parties must be committed to creating a positive relationship.
Managers must be fully present during coaching conversations, which means turning off phones and email alerts during sessions. Keep any promises you make, and be sure to emphasize that you’ll maintain confidentiality.
No Game Plan for Coaching Conversations
Even after training, many managers have trouble initiating coaching conversations, let alone developing a process that expedites desired results.
Many models exist, but the best are short, simple and easy to employ whenever coaching opportunities arise. Coaching needn’t be scheduled as 50-minute sessions. With a solid framework, you can achieve results in as little as 10 minutes.
There are many models to follow, most with easy-to-remember frameworks such as the GROW model, the FUEL model, and the FACTS system. There is no shortage of books and experts who claim their system works best. The key is to learn a process and stick to it so that coaching conversations become natural and productive.
All coaching models proceed from setting the stage, defining desired outcomes, exploring alternatives and barriers, deciding an action plan and setting milestones for feedback and accountability.
Coaching works best when the relationship is grounded in trust and respect, and it can’t work without that foundation. It proceeds with the coach asking the powerful questions and requires deep listening. No matter which coach training model is used, attention to the relationship is the foundation.
In the next post I’ll provide some effective frameworks for having coaching conversations that work. Until then, you can contact me here or on LinkedIn.
