Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
5. The headline
Coaching is an essential leadership role…
…that can result in huge benefits
…but it’s not an all-purpose tool
…& it requires specific skills
Photo by Garry Knight [link]
25. But ask yourself…
Are they really underperformers?
Do I really have the answers?
It may be comforting to think so
26. But ask yourself…
Are they really underperformers?
Do I really have the answers?
Is control really more important?
Perhaps I need to let go
27. But ask yourself…
Are they really underperformers?
Do I really have the answers?
Is control really more important?
If the answer is No, coaching may work
30. Carol Dweck
Perceptions shape reality
How do we perceive our abilities?
How do we perceive our mistakes?
Mindset
Photo by Mike Disharoon [link]
31. Talent & intelligence
are inherent traits
Mistakes are failures or
character flaws
Negative emotional
response to mistakes
Talent & intelligence
can be developed
Mistakes are learning
opportunities
Pay close attention to
mistakes & learn
more
Fixed Growth
Mindset
Adapted from Carol Dweck [link]
33. A coaching
mindset
Growth mindset applied to employees
Emphasis on learning
Support + challenge
Empathy + accountability
Not trying to “fix”
Adapted from Hunt & Weintraub [link]
42. Modes of inquiry
Pure inquiry
Starts with receptivity (even silence)
Key is avoiding presumptive questions
Adapted from Edgar Schein [link]
43. Modes of inquiry
Pure inquiry
Diagnostic inquiry
Focus & redirect
Feelings, motives, actions
Adapted from Edgar Schein [link]
44. Modes of inquiry
Pure inquiry
Diagnostic inquiry
Confrontational inquiry
Introduces new ideas & hypotheses
Substitutes the coach’s narrative
Adapted from Edgar Schein [link]
45. Modes of inquiry
Pure inquiry
Diagnostic inquiry
Confrontational inquiry
Process inquiry
Focus on the coaching relationship
Infrequent but essential
Adapted from Edgar Schein [link]
48. Emotion
management
Reasoning = just the tip of the iceberg
Emotions = vaster, faster, more powerful
Work in concert, not in opposition
(Not always)
Photo by NOAA [link]
57. The net
Stay on our side of the net
Focus on observed behavior
Disclose our response
When you do [X], I feel [Y].
Minimize defensive triggers
Photo by The Mighty Tim Inconnu [link]
59. Traps for the
coaching manager
Giving advice prematurely
Overpowering resistance
Creating dependence
Excessive support
Insufficient support
Adapted from Edgar Schein [link]
61. Putting it into
practice
Coaching moments (Attention > time)
But gauge readiness
Make coaching normal
Not a “performance review”
Celebrate small victories