Introduction
This past summer, during multiple coaching sessions with different people from various industries, I was asked the same question over and over: “How do we help our people become better coaches?” Most people were looking for a simple solution that would result in better coaching, and create transformational results. While I wish a simple quick fix was possible, I do not believe there is a magic wand, a crystal ball, or a secret sauce that can generate the desired outcome.
Instead, I have a more in-depth perspective that can help people become better coaches over time. The critical thing is that people have to do the work, and be persistent in the midst of the work. They also have to be willing and ready to commit to the work. And with time, lots of grace, and a healthy dose of humility, they can become a better coach. But, again, the first step is to learn and understand this in-depth perspective, and then to practice using it over and over in a variety of situations.
Differentiate Between The Three Core Activities
In the beginning, we need to differentiate between supervision, coaching, and check-ins. Most people, who struggle in their coaching, believe that coaching is supervision and that checking in with someone is coaching. And this confusion is the root of so many problems.
First, supervision is the ability to observe, direct, and/or oversee the execution of a task, project, or activity in order to achieve a successful outcome. This level of work can include the organizing and/or prioritizing of work, supporting, participating or collaborating with others, and the delegation of work and the validation and appreciation of work well done. It also is critical that both the supervisor and the employee know and agree about what is a successful outcome. Often, this is the root of many supervision problems.
Second, coaching, on the other hand, is a structured dialogue and development process to improve the professional competence of an individual in order that they can execute the aforementioned task, project, or activity in order to achieve a successful outcome. Coaching also helps an individual as they participate in team activities, and as they collaborate with others at the department or division level work. The critical element to coaching is that the dialogue and development process is organized in such a manner as to improve confidence, clarity, and competency to achieve the expectations that are placed on them as an employee.
Third, I like Marcus Buckingham and Ashley Goodall’s definition of a check-in as defined in their book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press, 2019). As they write, a check-in is “a frequent, one to one conversation about near-term future work between a team leader and a team member.” This work is based on “two simple questions: What are your priorities this week? How can I help?”
From my perspective, the success of these check-ins is based on a clear understanding of what an individual’s goals and priorities are at any given time period. When this is not present, it tells me that the person in a supervisory, management, or leadership position is not clear about the difference between supervision, coaching, and check-ins. And that they are not engaging with their direct reports in a productive and helpful manner.
In short, we need all three of these core activities to be done well in order for an improvement in coaching to take place. While coaching is important, it is not the only element to successful leadership, and performance improvement.
To be continued on Tuesday.
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