Many leaders and organizations are taking strategies from the playing field into the workplace by prioritizing coaching between leaders and their teams. Coaching can have a strong impact on productivity, employee retention, engagement, and inspire loyalty. However, the right coaching methods are essential; a tough coach might achieve results, but also achieve burnout (maybe even resentment), while a too-chill coach might not communicate effectively, resulting in confusion and ultimately less productivity.
The most effective approaches to coaching allow for employee autonomy, professional development, and creative thinking, while also incorporating guidance and alignment with company goals. Staying supportive and communicative about goals while avoiding micromanaging, and allowing room for employees to develop their approaches to problem-solving without avoiding them completely, is a middle ground that coaching strives to bridge. The Harvard Business Review describes it as unlocking a person’s potential to maximize their performance, drawing on nine leadership skills:
- Listening
- Questioning
- Giving specific and timely feedback
- Assisting with goal setting
- Showing empathy
- Letting the employee arrive at their own solution
- Providing structure
- Recognizing and pointing out strengths
- Encouraging a solution-based approach
Developing and leveraging these leadership soft skills during coaching moments, both structured and organic, will allow for the most benefit, for both coach and coachee. Here are seven steps to optimize your coaching process:
- Praise achievements and growth, then identify performance issues
Start with what is already working. Beginning this conversation this way shows you’ve paid attention to their contributions and are aware they’re a great addition to your team. This helps employees be more receptive for constructive feedback. When pointing out areas of development, describe your expectations, and where the team member might need improvement or clarity. Be sure to emphasize your belief in your team member, that they’re capable of this important change, and they have support behind them.
- Personalize your coaching approach and be specific
There is no one perfect coaching approach. It’s dependent on each situation and relationship. People leaders humanize themselves in coaching conversations by sharing anecdotes or moments where they’ve experienced similar difficulties. Customizing the coaching strategy to fit the individual being coached is essential as well–do they prefer a more rigid structure or a conversation, a written plan of action or consistent verbal reminders? Paying close attention to how the team members operate with each other and individually will lead to effective conversations. Leadership can’t coach what they don’t see, and without attentive leaders, the coaching process falls apart. Having specific instances of both successes and difficult moments will let teams and individuals know their leaders are dialed in and focused on the progress they’re making.
- Identify barriers to improvement
There are four main barriers to improvement: time, training, tools, and temperament. Time: Discuss with the employee how to devote time to the area needing improvement, and provide opportunities to allow this development. Training: Provide or administer additional training to make this improvement possible. Tools: Discuss what tools are required for this employee to be more effective at their position, what they may be using already, and what else may be helpful along this journey. Temperament: Ask about this employee’s motivators, how they’re impacted by external and internal factors at work, and discuss how to leverage these motivators or overcome challenges.
- Collaborate on solutions
Identifying solutions together helps both leaders and employees stay on the same page with what they’re accomplishing. Communicate on which barriers are the most challenging, and determine, together, the best strategies to overcome them. Having the employee involved in this process encourages their engagement and invests them in their own success.
- Agree on goals and set expectations
Clarifying and solidifying goals for development helps immensely in the coaching process. Maybe this person had a different understanding of what was required of them, and this discussion cleared that discrepancy immediately, resulting in their work pivoting right away! Be honest and clear with the goals of the team and of the organization, and be sure the employee understands how they contribute to this goal landscape. Ensure you’re also breaking down large goals into smaller, more actionable steps. This helps a great deal with motivation and continued progress.
- Use positive reinforcement
Part of the coaching process is developing a sense of self-confidence. Providing positive feedback during the learning process and avoiding constant constructive criticism can develop that confidence and might even prompt them to take on new areas of development.
- Schedule follow-ups
Setting aside time for check-ins and follow-ups shows the team member that you value their progress. Follow-ups can include discussions about milestones, what went well, and what needs additional work. They can also include celebrations of success, and discussions of difficulty, including how to get back on track. Follow-ups are the perfect opportunity to revisit goals, determine progress, and revise goals, if needed.
There are a couple of other steps that are important for organizations to take:
- Nurture a coaching culture
Creating a space where team members are open and receptive is key to a strong coaching culture. Keeping positivity in the workplace is essential, and coaching at impromptu opportunities, can be valuable, provided there is adequate privacy, and the employee is comfortable with the conversation, of course!
- Make coaching a priority
Above all, leaders have to prioritize these moments of connection with their people. Prioritizing coaching demonstrates that leaders have a vested interest in the performance of their teams, care about their development, and care about them as individuals outside of their contribution to the bottom line. Being intentional with these meetings is important, so devoting uninterrupted time and avoiding distractions is essential.
Making the switch to a coaching approach in leadership can be daunting, but it’s likely at least a few of these strategies are already being implemented in meetings. Coaching with flexibility and improvement in mind is key to finding success. Focusing on positivity and creating a great workplace environment that supports growth will make coaching easy to give and easy for employees to receive!
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