If you yelled for 8 years, 7 months, and 6 days, you would have produced enough sound energy to heat one cup of coffee. (from The Book of Useless Information)
I believe in coaching. I read about it. I talk about it. I spend intentional time observing my leadership team as they coach. Effective coaching works.
Here is one thing I have learned about coaching: what you don’t say matters.
Many of us can easily fall into the trap of doing most if not all of the talking during a coaching session with one of our team members. We are passionate about what is going on. We want the best performance from our team member. And in our exuberance, we talk too much. We truly believe we are doing the right thing but all we are accomplishing is taking one slow step towards heating up a cup o’ Joe. As a leader, you need to generate a lot more energy towards performance and results than this.
How do you combat this tendency of many coaches? Ask more questions.
In your prep time, create intentional questions you need to ask your team member to get a bottom-line issues. Here are some samples I’ve used in teaching coaching with coaches:
1. What is happening now (what, who, when, and how often)? What is the affect or result of this?
2. How have you already taken any steps towards your goal?
3. How would you describe what you did?
4. Where are you now in relation to your goal?
5. On a scale of one to ten where are you?
6. What has contributed to your success so far?
7. What progress have you made so far?
8. What is working well right now?
9. What is required of you?
10. Why haven’t you reached that goal already?
11. What do you think is stopping you?
12. What do you think was really happening?
13. Do you know other people who have achieved that goal?
14. What did you learn from _____?
Let’s commit to halt the “brewing” of future coffee. Listen more. Think more. Ask more. Talk less.
In case you did not know, I am available to come to your company or organization to speak on a wide variety of topics. For more information, please follow this link: Jim Johnson, Speaker Information
I would love the opportunity to serve your organization in any way I can.
You’ve heard the definition of insanity, right? “Doing the same things over and over again but expecting different results.” Yet (if we are honest), we all are guilty of this from time to time.
Here we are in the middle of 2018. Are you achieving the goals you set for yourself at the beginning of the year? Is your team meeting and exceeding their KPI’s? If not, perhaps it is because while your goals may have changed, your behaviors did not.
Why do we set new goals yet hold on to behaviors that we adopted years ago? Probably because we are comfortable with what we know. Also, many of us do not like to be pushed and a great many of us do not like change.
So if you want better results, what’s a leader to do? Try this:
Shock test. Sit down with your team leaders and ask them “if we had to produce drastically better results (i.e. 100% improvement) in the next 90 days:
- How would we approach our work differently?
- How would we feel about our work?
- What would we hear ourselves saying to each other, our customers, ourselves?
- How would our team’s focus need to change?
I actually ran this experiment last fall. Some of my managers still use the lessons they learned today and are getting more done with more intentional focus.
Read. Most of the ideas I get come from reading that I’ve done or am currently doing. Not that a specific idea comes from an author, but reading opens my mind to new concepts – a new way of thinking. When that happens, I’m in a mental environment where I can see new possibilities and try new things. And by reading, I don’t just mean books. Blogs, magazines, LinkedIn content. Expose yourself to new ideas and you’ll find new ideas to adopt and apply to get better results.
Network. Find local leaders (or online leaders) and connect with them. Pick their brains on ways they are working to become better. I know you will find great insight and inspiration from doing this.
Brainstorm. Get your team leaders together and, as a group, brainstorm on how you can improve. Push each other to think differently. Years ago, I read about the marketing team that was responsible for increasing sales of Raid – the bug spray. The team came together to figure out a way to jump start lagging sales results.
At one point, someone in the meeting asked, “what would we not do with Raid?” The group sat silently for a bit until someone said, “We could make it smell better.” Again, more silence. Then they began to discuss why the insect-killing spray smelled badly. Why couldn’t Raid smell better? So they experimented and created a more fragrant bug spray. And sales increased. All because in a brainstorming session someone asked a different question.
Accountability. Many times our teams are not meeting expectations because we have failed to hold them accountable for their performance. Coaching sessions have lost their edge. Metrics are not talked about. The team begins to live to the lowest common denominator (i.e. no one should rock the boat). Poor performance is glossed over.
It has been said that leaders should inspect what they expect. And that should be done regularly. It should be documented. Wins should be celebrated. Falling short must be addressed. Accountability gets your team living in “real-ville” quickly and consistently.
Accountability says that competence matters. Competence leads to confident team members. All this leads to better customer engagement and improved results.
Same ol’ same ol’ does not work. Be different. Do differently. Become better.
Here is a quick video about how we should engage and empower our team. It does make a difference!
“From my point of view coaching is not a tool, it is a way of being. At best it is a way of being with someone so that they begin to believe in, and progress, their own ideas. Coaching your employees can best be achieved by setting up a certified coach training programme for managers so that they can coach their staff successfully by:
• ensuring there are clear agreements and confidentiality
• creating and maintaining the energy and space for them to further their own potential
• encouraging them to take calculated risks
• challenging their negative beliefs
• enjoying with them the sense of achievement
• working with them to enhance their potential
Successfully done coaching can greatly enhance the self-belief and motivation of staff, particularly in times of change and uncertainty.” (excerpt from Coaching in the Workplace by Jackie Arnold).
I agree! I have found no downside to effect coaching. Your team wants it. Your company/organization needs it. You, the leader, needs it!
So why don’t we do it consistently?
- Many people don’t know how to coach.
- Many people don’t value coaching. “I’ve told them once…why don’t they get it.”
- Many people don’t value other people.
- Many people have a skewed idea of what coaching is.
In the article mentioned above, Jackie Arnold goes on to say:
“One significant advantage of coaching is that your employees will begin to take ownership and responsibility for their actions and self-development. The good news is that the manager as coach does not need to come up with solutions. Instead you will be listening more closely to your staff, reflecting back what you hear and questioning them in order to bring out their ideas and solutions.”
My leadership and I have been working on developing our coaching skills. I am happy to say that they have dramatically improved! They have learned to ask great questions to get to the core of issues. And they don’t stop with just one question. They dig. They probe. They get their team members to really think. They get to the bottom of issues. And their team members are coming up with solutions.
So as you head into a coaching session, prepare yourself by writing down key questions you want to ask. Avoid questions that can be answered with a yes/no.
Not: “Did you learn something from that project?” Rather: “What did you learn from that project that you can apply going forward?
Not: “Did your interaction with that other department go well?” Rather: “How did your interaction go with that department?”
Not: “I see you did not complete the report on time. Are you going to get it done by next week?” Rather: “What got in your way that caused the report to be late? Who was affected by this delay? What needs to change in future for you to be more timely?”
It is easy to move into auto-pilot mode as a leader. You are busy. You’ve got your own deadlines and initiatives. But as a leader, you are supposed to get results through others. And those “others” also can slip into auto-pilot. Great questions help them break free from that mode. Great questions help you understand what is happening and why it is happening. Great questions help you and your team member become better.
Do some preparation in advance, and your next coaching session can improve!