Reconsidering Coaching as a Leadership Technique within Council Contexts
Many organizations and leaders are pushed towards the belief that coaching is a vital leadership skill. Multiple courses, books, and training programs emphasize the concept of "managers as coaches," claiming it as the ultimate solution for engaging teams and promoting growth.
However, an increasing issue arises when some employees perceive coaching, especially during feedback sessions, as manipulative. When leaders ask questions instead of giving straightforward advice, workers can assume the leader already has the "correct" answer in mind. This can shift the coaching process into something that feels more like a game instead of genuine empowerment.
Therefore, we pose this significant query: Should coaching always be the go-to solution? Although coaching is a potent leadership approach, knowing when and how to employ it effectively is essential. Misapplication may confuse employees or even destroy trust.
Let's delve into what coaching actually entails, when it works best, and when leaders should consider alternative methods.
What Coaching Is (And Isn’t)
Simply put, coaching involves asking insightful questions instead of offering direct answers. It's about fostering curiosity, giving employees the freedom to decide, and allowing them to take credit for their accomplishments. An increased proportion of asking to telling often defines successful coaching. However, it's not a cure-all for every leadership challenge.
There are a few situations where coaching should be second-guarded:
1. Avoid Coaching Nonnegotiables
Certain tasks necessitate strict adherence to specific methods or policies. These are often tied to legal, procedural, or safety requirements, leaving no room for flexibility or experimentation. In such circumstances, it's more beneficial to deliver clear instructions instead of coaching employees towards an unattainable solution.
For instance, if an employee is still learning, suggesting they observe more experienced colleagues (through learning by observing) or model their work on this is more valuable than asking, "What's your opinion on how to approach this?" Coaching in such situations may be perceived as manipulative, creating an illusion of choice where none exists.
2. Avoid Coaching Repetitive Tasks
Some work activities, although essential for organizational success, can appear mundane or uninspiring to employees. Tasks such as filling out reports or completing routine documentation may lead leaders to coach employees into finding personal meaning in these tasks, posing questions like, "How does this contribute to your growth?" However, employees frequently grasp these efforts, recognizing these tasks as organizational priorities rather than personal ones.
A more fitting approach is to acknowledge the importance of these tasks while acknowledging employees' feelings: "I understand this isn't thrilling work, but it's vital for our team and clients."
3. Avoid Coaching If You Can't Let Go of Control
Coaching requires faith and the capacity to relinquish some control over how tasks are accomplished. If a leader finds it difficult to relinquish the "how," they could inadvertently stifle their team's problem-solving ability.
Instead, experiment with a mix of asking and telling at the beginning of a conversation. Start with, "What have you attempted so far?" or "What do you believe worked?" Notice the abilities and strengths your employee employed in their approach (become a strengths spotter). Then provide constructive feedback on their process, introduce ideas and solutions, and set clear expectations around what needs to be accomplished.
4. Avoid Coaching In Emergencies or Crises
Coaching takes time, and in high-stress situations where decisions must be made promptly, it's not usually the best option. During client-facing crises or urgent operational issues, direct instructions are often more suitable. After the chaos has settled, coaching can be revisited to examine lessons learned. During crisis moments, however, leaders should concentrate on providing clarity, direction, and stability.
Use the Proper Tool for the Right Moment
Coaching is one of many leadership tools, not the only one. Effective leaders adjust their approach based on the situation and the individual. The Situational Leadership model endures as a timeless framework:
• For novices or beginners, focus on providing clear guidance, support, and modeling.
• For intermediates, balance guidance with opportunities to bolster confidence.
• For experienced individuals, coaching becomes valuable for exploring growth possibilities and leveraging strengths.
• For experts, maintain engagement by promoting collaboration and strategic alignment.
When you grasp the unique needs of your team members, then coaching will become strategic rather than a universal tool for every occasion.
Coaching is strong, but it's not a one-size-fits-all fix. Leaders must embrace that the tool they need to use daily and with every team member is a choice: Choose the ideal approach for this person in this moment.
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Inga Bielińska, a prominent member of Coaches Council, advocates for the strategic use of coaching in leadership. She emphasizes the importance of leaders recognizing when coaching is not the appropriate tool, such as during nonnegotiable tasks or in high-stress situations.
Furthermore, Inga encourages leaders to tailor their approach based on the individual's needs, employing a balance of guidance, support, and coaching at different stages of an employee's growth.
