Effective coaching: The three practices that transform management
Observing a coach’s interaction style and the feedback they provide can offer valuable clues about their effectiveness and suitability to one’s personal and professional development needs.
In Nairobi's financial sector, Akinyi, a seasoned financial coach, effectively guides Kipchirchir, a supervisory staff member keen on elevating his team’s performance. Utilising a coaching approach centred around active listening and critical questioning, Akinyi empowers Kipchirchir to identify and explore solutions independently, fostering his ability to handle complex problems.
Her coaching style focuses on setting realistic, actionable goals, thereby enhancing Kipchirchir’s leadership skills and boosting his team’s overall productivity.
The approach not only improves Kipchirchir’s professional capabilities but also instills a sense of confidence and autonomy in managing his team. She never once tells him what to do, but rather asks guiding questions and lets him come up with his own answers.
Contrastingly, Mwenda, a coach in the same financial sector, fails to apply effective coaching methods in his interactions with Mwende, a team leader. Mwenda’s sessions often involve him imposing his own ideas rather than facilitating Mwende’s personal and professional growth.
He frequently interrupts her, offering solutions that do not align with her team’s needs, which leaves Mwende feeling unsupported and stifled.
He views his coaching role more as an instructor in his methodology of life. He pushes his coachees to understand his way of thinking for successful career frameworks. Then his clients merely politely respond to him rather than truly realise change and evolution in their lives.
But Mwenda’s misguided approach not only limits Mwende’s growth potential but also discourages her from independently resolving future challenges, undermining the very essence of effective coaching.
Research by partitioners Julia Milner and Trenton Milner highlights a prevalent issue among managers. Sadly, many believe they are coaching their subordinates when they are instead merely instructing them, essentially telling them what to do. True coaching, as defined by experts, involves unlocking a person’s potential to maximise their performance on their own rather than through direct instruction.
Such correct coaching approaches involve guiding the coachees to discover solutions themselves, which is more engaging and leads to lasting rather than fleeting growth. However, many managers continue to confuse coaching with giving direct advice, which stifles innovation and dependency.
Effective coaching, supported by evidence, involves several key practices that transform management styles. The big three are active listening, strategic questioning, and constructive feedback that prove crucial. The methods help maintain the focus on the coachee’s development rather than the coach’s own opinions, thus encouraging a deeper understanding of the coachee’s professional challenges and how to overcome them.
Such skills exist as essential for fostering a workplace environment where employees feel valued and become encouraged to develop their problem-solving skills.
To embed effective coaching methodologies into a company's culture, organisations need to provide their leaders with targeted training in the three areas. The training should include practical, hands-on sessions where managers can practice and refine their coaching skills in real scenarios.
By prioritising the three skills, companies can enhance leadership effectiveness across the board, leading to increased employee engagement and improved tangible organisational performance.
On the coachee’s side, individuals looking for professional growth should assess potential coaches based on their ability to facilitate rather than direct. A good coach will engage in discussions that spark insights and self-reflection, helping individuals to evolve their problem-solving and leadership skills.
Observing a coach’s interaction style and the feedback they provide can offer valuable clues about their effectiveness and suitability to one’s personal and professional development needs.
In conclusion, adopting true coaching techniques can revolutionise management practices, particularly in dynamic sectors like finance, insurance, and technology. By training managers to become facilitators of growth rather than mere advisers, entities can unlock tremendous potential within their teams.
The perspective shift not only enhances individual employee performance but also contributes significantly to the collective success and adaptability of the organisation in an ever-evolving Kenyan business landscape.
Have a management or leadership issue, question, or challenge? Reach out to Dr Scott through @ScottProfessor on X or on email [email protected]
