Firstly, let’s understand what coaching is.
The definition of coaching is eloquently defined by The International Coaching Federation (ICF) as “partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential”. Put simply by Sir John Whitmore, “Coaching is unlocking people’s potential to maximise their own performance.”
Coaching is all about learning rather than teaching and is achieved through powerful questioning by the coach. This ultimately leads to the empowerment of individuals and their responsibility whilst enhancing their personal development. Coaching isn’t about giving you the answer(s), it’s about helping you to locate the answer(s) inside yourself through structured questioning.
The role of the manager/leader is simple; it’s a directive, task orientated style of getting the job done effectively and efficiently in in line with a company’s mission, vision, and values. There is also the additional, often overlooked, responsibility of the development of their employees, who are of course an integral part of the success of the company. Sounds straight forward!
Many people who have held a managerial position will understand the term, ‘firefighting,’ and most will have experience of this due to the fast-paced world and results orientated expectations of today’s companies. This can often have a negative impact on employee development resulting in low morale and productivity which will potentially lead to retention problems. That said, crisis situations can of course arise where the directive style of a manager is required to attain the fastest results, so there is certainly a place for this style of management.
The implementation of a coaching mindset can take time to adopt and develop, if not currently practiced or properly understood. However, the long-term outcomes are invaluable for individuals and their respective companies. Through coaching, the empowerment of employees entrusted with more responsibility and ownership also frees up managers to carry out their own tasks more efficiently, with less ‘firefighting,’ which is a huge value add.
Examples of workplace situations where a coaching mindset and approach will help to augment your dialogue, include:
- Goal setting
- Delegating
- Inspiring & motivating
- Team working
- Problem solving
- Creating engagement
- Performance reviews
- Career development
- Appraisals & feedback
- Team/People development
The list goes on and on! The adoption of a coaching mindset by organisational leadership is extremely beneficial. It is established through collaboration and partnership rather than command and control born from traditional management and creates a positive interdependent culture.
Coaching is about ‘equal’ conversations, not directive ones and supports curiosity, reflection, and active listening. It supports shared learning through experience, testing and finding the best way when there is no one known right answer.
But a coaching culture doesn’t just ‘happen’ – it requires investment and nurturing, through the behaviour of leaders setting the tone and the capacity of managers throughout the organisation.
We can help you and your organisation. Let’s chat…