For many leaders, the notion that coaching is an essential
ingredient in improving performance is not up for debate.
But while the debate about the
necessity of coaching may be over, most leaders and managers - if they're
honest - will tell you that they barely have time to manage the work - and
they just don't have time to coach. With that reality as the backdrop, we want
to pose this question:
What if you could cut your coaching time in half and get
better results?
In our 20+ years of working
with executives and front line managers, we've identified what we consider to
be the top two mistakes that hinder effective coaching...mistakes that, if
avoided, will greatly simplify the coaching process and minimize the time it
takes to effectively develop your people.
Mistake #1 - Developing the Wrong People
Who is responsible for
improving performance? You or your direct reports? Obviously you are
responsible for the overall results of your team. But are you
responsible for each team member's willingness to improve?
Absolutely not.
Here's a critical principle
for effective coaching. If you grasp this, it will not only shift the primary
burden of change to your people, but it will ultimately save you countless
hours of wasted time spent trying to develop the wrong people:
Desire Determines Development.
Change is difficult. It takes work. When an employee doesn't have the desire to do the difficult work required to reach a new level of performance, coaching is futile. Desire, not talent or skill, is the only ticket required to enter a coaching session. The responsibility of the coach is to be prepared and available. But if the person is unwilling to put in the effort to improve, what's the point? And that means more than just going through the motions. If that's all that happens, change will never occur.
They Seemed Like They Wanted to Change
But you may be asking, "How do I know if the person is
really willing to change?" This is an important question and highlights
a gap in most coaching sessions.
In a coaching session, the "fork in the road" is the
clear action plan at the end of the session that ensures the person has a
specific assignment to address specific knowledge or skill gaps.
Unfortunately, most coaching sessions are little more than
discussions about the previous call...with the manager offering a few tips
and reminders on how to improve. While it is always helpful to review
critical information, "talking" has very little impact on
developing new skills and habits. For people to change, they have to
"do."
Therefore, every coaching session should end with a clear plan
to improve - a developmental activity - with an agreed-upon completion date
and a specific goal. By drawing a line in the sand (what is required to
improve) an employee's desire is determined.
Attitude Is Irrelevant
Their true willingness is exposed by their engagement in the assignment. This approach opens the door to a whole new way of thinking about where to invest your time.
Assessing an employee's desire and embracing the idea that
desire is a requirement for coaching, allows you to categorize your team
members and develop an effective development strategy for each
role.
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Voice of the Customer
"LSA's executive coach based his approach on
understanding our business circumstances and strategy, as well as our
leadership aspirations. The customized coaching covered all aspects of
leadership, it was not simply a touchy-feely endeavor. In fact, the focus on
clear business outcomes and real life circumstances challenged me to develop
my thinking and actions related to leading the business. The sessions were a
great way to focus my thinking, gain insight and reinvigorate my leadership
and impact."
Janet Pagano | Managing Director | Ovid Winery
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About LSA Global
Founded in 1995, LSA Global is a leading performance consulting and training firm that helps high growth technology, services, and life-science companies create a competitive advantage by powerfully aligning their culture and talent with their strategy. Learn more about getting aligned
