Coaching basics

- At some point in their lives, most people have been on a team that had a coach. Baseball, hockey, swimming, whatever it might be. The concept of coaching is generally understood. But things get a little fuzzy in the business environment when we try to differentiate between coaching and mentoring or even training. So let's start by clarifying those definitions. Training is all about skill specific learning. Helping employees acquire the skills they need to perform their jobs. Mentoring involves high level support and advice based on the wisdom of previous experience. In some ways, coaching is both of those rolled into one, with a more strategic slant. It's about your ability to make other people more successful helping them identify and eliminate road blocks in their careers, guiding them to achieve their full potential and preparing them for success at the next level. Before we further define leadership coaching, I have provided a coaching self assessment for you to complete. This exercise will help you evaluate your strengths and opportunities for growth in this area. And you'll want to circle back to these questions at the end of the course as you set development goals. Now, let's review the five components of coaching for leaders. First, coaching is focused on both short term, what we call performance improvement, and long term, which is performance development. Performance improvement coaching involves helping employees become more effective in their current job right now, maybe guiding them to close a particular skill gap, addressing behavioral or interpersonal problems that might be preventing them from reaching their goals, clarifying expectations, and even discussing consequences. Performance development coaching is more about helping employees prepare for the future, getting to know their strengths, understanding their long term career visions. Leaders help them define and clarify their goals, then they help their employees gain the skills and experience they need for whatever lies ahead. Perhaps that's exposing them to different parts of the company, giving them stretch assignments, or letting them take on more responsibility. All those things will give them valuable preparation for growth and possibly even a leadership position down the road. Successful coaches address both angles, helping their employees to improve right now, and to prepare for tomorrow. Second, coaching is a relationship, not an event. Instead of framing it as a calender commitment, every Tuesday, great leaders think of coaching as ongoing and interactive. A continuous process based on honesty and trust. When they agree to coach someone, they're entering into an extended relationship for sustained support. Third, coaching can be formal or informal. Yes, leaders need a regularly scheduled one on one meeting with the employees they coach. But it can be informal too, in the break room, in the hall after a meeting. As coaches become more comfortable with the process, they can eventually weave coaching into everything they do in whatever setting they find themselves. Fourth, coaching isn't about providing all the answers. Leaders who coach listen and ask questions. They guide employees to find the answers on their own. Coaches start conversations rather than issuing demands. They ask, what if, and that's what ignites the curiosity within employees, encouraging them to become invested in the outcome. Finally, coaching isn't the right solution for every situation. Coaching requires an investment of time, and there are going to be situations when that just doesn't make sense. Sometimes leaders need to make decisions, give orders and propel projects forward. It takes some discernment to know when coaching is the right approach and when it isn't. Fully understanding the definition and context of leadership coaching will give you an advantage as you move forward to integrate this management strategy with greater effectiveness.