Leading Means Not Always Providing Answers

To become a leader coach takes three simple steps

Brianna was preparing for her 1:1 meeting with her manager, Sophia. She needed help on a major client initiative that was floundering. They were behind schedule and not likely to hit the promised delivery date. Brianna wasn’t sure what to do. She was considering several options, including pushing the team to work more hours to get back on schedule, let the client know the project would be late, or speak with the client to review alternative plans. Feeling nervous about asking her boss for help she explained the situation.  “Sophia, what should I do?”

Sophia was curious. “What options have you considered?”

Brianna replied, “well, I could push the team to get back on schedule with overtime.”

“What else?”

“I could let the client know we are going to be late. I also thought to have an open discussion with the client and decide together what to do.”

“Those are three good options. What are the pros and cons of each option?”

The dialogue continues as the leader helps the project manager work through the challenge that faces her, and helps her get to her own answers.

Sophia could have told Brianna what to do. She could have offered advice or scolded her for falling behind schedule. Rather, Sophia became a leader coach.

The number one skill a leader can have today is to be a great coach. During “Project Oxygen,” Google surveyed their employees to determine traits of the best managers at Google “Good coach” was the number one result.

What it means to be a leader coach is to listen, ask thoughtful questions, and help team members reach sound decisions on their own. Most importantly, it means not always providing the answer. A leader coach helps their team members find their own solutions, listens empathetically, and knows when to offer expertise.

If a team member comes to you looking for answers, it’s easy to provide them, but it can make both of your jobs less fulfilling. Employees grow more when they figure out a solution on their own vs. being given the solution. Here’s an example.

In my research, I learned that the most productive people delegate for two reasons – first, to get the work off their plate, and second, to provide a growth opportunity for the team member. Great leader coaches find opportunities for their team to grow.

A great coach is fully present, demonstrates curiosity, manages emotions, creates a safe supportive environment, encourages learning, and celebrates progress.

It serves the leader as well because investing more time coaching upfront will enable the team member to do more on their own in the future.

Similar to leaders in general, leader coaches are not born, they are trained. To become a leader coach takes three simple steps:

First, show a desire to learn. Not everyone will recognize the importance of learning this skill. When you show a desire to learn about coaching, you will be able to find the right lessons. Think about a time you wanted to learn something new, for example, a new sport or game. Apply that same passion to coaching. You could start by simply searching online for great coaching questions.

Second, develop a coaching mindset. This is a shift for most leaders from telling to helping. For example, the next time you are compelled to offer advice, think what question can I ask that will allow the team member to explore the situation further. Instead of saying, “you should do this,” ask, “what options have you considered so far.”

Third, learn how to coach formally or informally. A formal coach training program is usually accredited by the International Coach Federation, and takes approximately one year, part-time to complete. Informally, there are several excellent books on coaching including The Coaching Manager by Joseph Weintraub and James Hunt, Coactive Coaching by Laura Whitworth, Henry Kimsey-House, Phillip Sandahl, and The Coaching Habit by Michael Bungay Stanier.

 I encourage you to take the first step today and express your desire to learn to be a coaching leader.