Are you really Coaching your people?

Leaders often talk about the value gained from coaching their people.  Right now, it’s considered a key leadership skill.  But are all leaders really applying the coaching they think they are?

Coaching is often confused with mentoring.  Some leaders believe providing advice on how to approach difficult subjects means they are coaching.  They pose questions that already imply an answer like “Have you thought of…? or “What about considering…?”

They ask questions without really listening to the answer provided.  When leaders mentor too much it can mean employees frequently come to them with problems and no potential solutions.  This causes a gap between who is supposed to be accountable and who takes accountability in practice.

Coaching or mentoring approach?

A mentor is someone who can provide advice and guidance in certain scenarios.  This is supported by the experience they have in the area an employee is working in or wants to develop. They will usually have significantly more experience and/or be more senior than the person being mentored.

Whilst there is value in mentoring, a coaching approach provides significant benefits.

A coach may have significant experience in an employee’s field although this is not essential.  They will be highly tuned to the employee, helping them assess problems or issues and why they find them difficult.  They help develop self-awareness. Rather than telling, they help employees find the answers themselves.  A good coach can be transformational.  When applying real coaching techniques this enables employees to:

• Take ownership of the challenges they face

• Develop and take charge of their own solutions

• Become accountable for success and failure

• Pass on coaching techniques to their own people

• Feel more valued

Coaching is about learning and the creation of long-term change.