As a people leader, I always thought I am a coach, well, a rather good coach (based on survey feedback conducted in my organization). Until I decided to embark on the journey of being a fulltime coach. I realized my understanding was at the surface. The biggest revelation was the definition of coaching itself and top that with the difference between mentoring, sponsoring, leading. A whole new world opened up and I realized that coaching is not about knowing all the answers or providing a path to your coachee. Instead it helping them craft their own path with you holding the space. Being a consultant, I always thought that I must answer all the questions that my client asks. Hasn’t she hired me for the same?
A long rather cumbersome cycle of unlearning followed once I moved out of my corporate avatar. Today, I practice as a fulltime coach and see several benefits organizations can draw by investing in coaching; rather building a coaching culture. I hear business leaders, promoters and parent organisations at in-house captives talk about creating a culture of trust, empathy, courage, purpose, shared vision, beliefs…many realistic, some aspirational but in combination godly values (unless robots are pre-programmed on these)
Typically, culture initiatives are rolled out through organization wide training and awareness sessions. Stickiness of such sessions remains unanswered since the 'how to bring these values into practice' is left unanswered? Employees and managers solve for themselves, learning and evolving together the said unsaid rules that build a version of 'in-practice organisation culture.
I am outlining below on how coaching fundamentals that can help build, sustain and stick together most of these desirable attributes of organisational culture.
Ask not tell– One of the fundamental principles of coaching is to ask open ended questions. As managers, we are directive in our approach and often forget that our ‘prescribed’ path might not be the path of the employee. As a manager (wearing coach hat), you help employees chart out their goals. What is the outcome? Employees feel empowered. When people define their own path what do you think happens to ownership? You have pushed a lever on this attribute. Open ended questions, often go deep into identity level and help people find their purpose. This helps to derive more meaning at work. You end up creating more engaged, purpose driven people in your organization.
Listen, be fully present – Listening is another key element of any coaching conversation. Listening means to be fully present with your coachee. It entails quietening your mind and removing distractions. It is not an easy ask in today’s forever connected world. Imagine your manager listening to you in a one-on-one conversation after asking an open-ended question about a project situation. Difficult to believe? Yes. Often listening in business context implies ‘no interruption’. Hence key points are repeated or debated due to lack of understanding stemming from shallow listening. The omnipresent technology makes it tougher to focus. As a coach, one masters the skill of being fully present. Coaching conversations, help in forming deeper connect and build trust and empathy.
Action oriented plan – Open ended questions and listening can result in venting. “I want to participate in industry seminars but I do not have bandwidth”, “I could not attend boot camp training because of my project deliverables”, “I do not get to participate in sales pitch”. While these ramblings provide temporary relief, it is important that the manager does not stop here. After all, coaching is not about venting. Let this settle and build an action plan on what the person wants to do. Ask open ended questions. “What do you think can help you get nominated to the next training?”, “Who do you think ensure that you attend the boot camp? “Who can help you participate in sales pitch?”, “Which industry seminars do you want to participate in?”, “What is the time you need to attend?” Coaching helps you move away from frustrations to an actionable plan. A shared vision, plan is crafted. Coaching helps people tap into their inner strengths. As a manager, you are empowering people like never before. You gain respect. Knocking off another culture attribute.
Accountability developed during the coaching process – Now that the plan is made with clearly defined actions and timelines, accountability comes in automatically. I am sure you know why…the plan is not thrust by the manager but designed by the employee. This is one of the most empowering aspect of coaching. Most of my coachees go back energised after developing a SMART plan for themselves. Accountability increases engagement and the positive impact of the coaching conversation. When a manager is acting as a coachee, you can choose to offer support keeping in mind organization dynamics. For example, your coachee has come up with a plan to attend industry seminars. She would research on which seminars, criteria’s, fees, approvals etc. If she needs approvals or faces a budget constraint, as a manager, you might be able to help. That is an advantage an internal coach.
A positive, forward looking, sustainable relationship– So why should one be coaching employees? Coaching results in forming deeper bonds with employees and creating a forward-looking plan. It helps in engaging employees in their own development rather than follow a prescriptive, directive approach that might not address employee aspirations.
Each one of us has a unique potential and purpose. Through coaching, we tap into this purpose can create a trust, engagement and positive culture. Coaching is not about you but the person whom you are speaking with – it’s all about the client. Remember, your employee is your internal client.
If you are convinced about the importance of a coaching culture, start practicing it from your next meeting. To begin with, be fully present – breathe!
Do write to me about your thoughts on why building a coaching culture is important. Happy to chat if you wish to build a coaching culture in your organization.
