skip to Main Content

Are you coaching your employees or just solving their problems?

As a leader or manager, do you perceive yourself as successful in coaching your employees? After many years of experience working with executives and others responsible for the development and growth of team members, I have found most executives think they are successful at coaching. The reality is, instead of coaching, they are solving their employee’s problems or telling them what to do.

What usually happens

In my coaching work, when I’ve asked leaders or managers how they coach others in their organizations, the responses I get generally follow similar themes — “I show them how I do it by going through all the steps I take.” Or “Try this. That should work.” This is ineffective — the goal should be to help people to grow and to motivate them.

In a Harvard Business Review article, leading  figure in executive coaching Sir John Whitmore states coaching is defined as “unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them. When done right, coaching can also help with employee engagement; it is often more motivating to bring your expertise to a situation than to be told what to do”

How to change it

The article then goes on to recommend letting “managers practice coaching in a safe environment before letting them work with their teams. The good news, as evidenced by our research, is that you don’t necessarily need to invest in months of training to see a difference. You do, however, need to invest in some form of training. Even a short course targeted at the right skills can markedly improve managers’ coaching skills. ….Our research also supports the idea of receiving feedback from coaching experts in order to improve. The risk of letting only non-experts help might reinforce and normalize ineffective behaviors throughout an organization. Specifically, coaching experts could give feedback on how well the coaching skills were applied and if any coaching opportunities have been missed.”

(source: https://hbr.org/2018/08/managers-think-theyre-good-at-coaching-theyre-not)

In my coaching practice, I believe performance and achievement levels are determined by our ability to solve issues and to use time effectively. Through my Navigational Conversations Workshops, I work with executives, managers, supervisors and leaders on changing the conversation with their reports to enable them to arrive at their own solutions.

What You’ll Learn

  • Key principles that define successful coaching interactions
  • Where and when to use the tested and proven 5-step coaching model
  • The Art of Conscious Listening; The Art of the Question; The Art of Telling

Who Should Attend

  • Supervisors, Managers and Organizational Leaders
  • Anyone who is responsible for the development, growth and progress of others