Lifeforming Leadership Coaching

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A reliable manager-as-coach asks questions instead of providing responses, supports employees instead of evaluating them, and facilitates their advancement instead of dictating what needs to be done. Business are moving away from conventional command-and-control practices. This conception of coaching represents a development. Coaching is no longer simply a kindhearted type of sharing what you know with somebody less knowledgeable or less senior, although that stays a valuable element.

As Sir John Whitmore, a leading figure in the field, defined it, skilled training includes "unlocking individuals's capacity to optimize their own performance." The very best practitioners have mastered both parts of the processimparting knowledge and helping others find it themselvesand they can artfully do both in various circumstances. It's something to desire that sort of coaching, however it's another to make it take place as an everyday practice throughout the many layers of a company.

We focus initially on how to develop training as a private managerial capability, and after that on how to make it an organizational one. You're Not as Good as You Believe For leaders who are accustomed to taking on performance problems by informing people what to do, a coaching approach often feels too "soft." What's more, it can make them psychologically uncomfortable, since it deprives them of their most familiar management tool: asserting their authority.

"I'm too busy," they'll say, or "This isn't the very best use of my time," or "The people I'm saddled with aren't coachable." In  More Details  of management designs, published in this publication in 2000, leaders ranked coaching as their least-favorite style, stating they simply didn't have time for the slow and tedious work of teaching individuals and assisting them grow.

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But a lot of them are not. In one study, 3,761 executives evaluated their own training skills, and then their evaluations were compared with those of people who dealt with them. The results didn't line up well. Twenty-four percent of the executives substantially overstated their capabilities, rating themselves as above average while their colleagues ranked them in the bottom 3rd of the group.