2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43
If you are a manager and are just mastering coaching in working with a team, most likely you are familiar with a situation where the conversation gets stuck. You studied the structure (possibly GROW), walked through the questions, and in the end, instead of striving to solve the problem, your employee demonstrated (at best!) Loyalty, trying to guess the "correct" answers. With a 100% guarantee, a manager who starts practicing coaching receives an answer question: "What's the right thing?" Or even more loyal: "How do you advise?"
I constantly observe this picture when I advise leaders. And now I will share an approach that has helped many of my clients to easily and successfully conduct coaching sessions.
To make the system work, you just need to shift the focus of attention from the form to the content. There is no need to keep in mind the "right" questions and follow a rigid script. It is enough to understand through which stages of the creative process you are leading the interlocutor.
People solve any problems in four stages:
• Description of the task
• Search for the root cause
• Generation of alternative ideas
• Choosing the best of the invented options
If you can be a navigator on this road, you will lead the client to success.
Popular sources teach that you should start a session by setting a goal. In practice, things are different. It is difficult to set a goal at the beginning, since the topic is poorly thought out. It is easier to do the following:
- If something failed and it is necessary to correct the work, you can ask: “What did you want to get? What did you get? How did this difference arise?"
- Or another option: “How are things now? And how do you want?".
Sometimes it is enough for the leader to maintain eye contact and from time to time to encourage the interlocutor to say, “What? So what? What are you doing! (most importantly, show genuine interest). This format will provide an opportunity to study the situation and form an understanding of what to strive for and what to fix.
There is also a "pitfall". The leader, as a rule, thinks faster. He is trained to make decisions constantly. Therefore, she often gets bored, listening to a subordinate and involuntarily begins to push him to the next stages ahead of time. If you suddenly heard: "How do you advise?" - you know, you stopped listening and made it clear to the subordinate that he was saying “something is wrong”.
When the situation has cleared up, you can ask the question "Why?" And keep asking it with small variations, going deeper into the reasons.
The most difficult thing for a manager in the role of a coach is to observe how the person lists (Wrong !!! Wrong !!! Wrong order !!!) the root causes of the situation.
The one who passed the test, did not interrupt, but, on the contrary, showed interest, receives an award in the form of insight: “It turns out that I work with sane people! This is joy! It is important to understand that the leader in the role of a coach still has the right to contribute to understanding the problem, but this should be done only after the client has expressed his opinion. And only in the case when it will be more difficult to solve the problem without the addition.
The next stage goes well with two questions. "What solution do you suggest?" and (after the first): "What else?"
It's important to take your time. The first three to five answers are formulaic. Creativity begins later. And if the person fell silent and thoughtful, hold your breath. You are present at the birth of a new idea. At this point, ask your coach to choose one or three solutions. Ask why these. What are their advantages.
As a rule, after going through all four stages, both the manager and the subordinate experience an emotional uplift. Subordinates share that it is very pleasant to be heard and understood. Leaders often feel calmer. They make sure they can lean on their people.
It may seem like the conversation takes a whole day. In reality, each stage takes 3 to 7 minutes. An experienced manager over time builds on this principle all his conversations with the team and manages in a coaching style.
Did you like the approach? Try it! I'm sure you will succeed!
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