Can any leader learn a coaching approach?
I have read coach profiles describing themselves as “kick-ass coach”, “hold your feet to the fire coach” or “tough love” coach. At least you know what to expect with these coaches!
Challenge is a good and important part of the coaching process. But it needs to be done kindly and without judgement. It needs to come from a place of curiosity rather than a place of “I know what’s wrong with you!” It does take time to learn how to do this, but it is time well invested.
What does a coaching approach to leadership actually look like?
Trust colleagues: where coaching style meets leadership philosophy
One of my favourite books for parents starts with the words “trust children”. Easier said than done, but a profound message. As for children, so for colleagues. Trusting them is an approach that the coaching leader takes.
If the leader/coach trusts their team member, then they can coach them in an open, non-judgemental way. This shows that they trust that they’ll get to a useful outcome for themselves and for the organisation. And if the leader doesn’t trust them, it’s hard to coach them. The weight of judgement and wanting to steer will be too heavy.
If you want to go deeper on what a coaching approach to leadership can look like day to day, that post is a good starting point.
Do team members get a say in how they’re led?
Let them choose: do they want to be coached or mentored?
Often when a leader learns to coach, they then want to coach all the time. That may be fine, but it then removes the option for a team member to ask for advice, training or simply help. It’s great practice for the leader/coach to ask colleagues who they engage with: “what do you want from the conversation? Do you want to talk it through (i.e. coaching) or are you looking for advice?”
Pretty soon colleagues realise that a good, well trained leader is able to operate both. They will appreciate being given the choice. If you’re unsure about the difference between the two approaches, our post on coaching vs mentoring explains it clearly.
Are “natural” coaches born or made?
Sometimes leaders are referred to as “natural” coaches. Were they born with this skill? Probably not. Probably it has been crafted over many years, having recognised that a coaching approach is what is useful. Possibly investment in training to be a coach. Possibly asking colleagues for feedback on their style, and adapting accordingly. All leaders, should they choose to do so, can adopt a coaching approach, even if their organisation isn’t interested in it.
If you’re thinking about what it takes to develop coaching skills as a leader, that post explores the question from several angles.
If you are a leader who wants to bring a coaching approach into the way you work with your team, our ILM Level 5 certificate in effective coaching and mentoring gives you the skills and the qualification to do it well.
