Lead with a Coach's Heart and Unlock Performance Potential

Leadership has less to do with telling people what to do and more about how you unlock and empower people’s potential. In today's busy and constantly changing business world, those leaders who engage the talent, insights and creativity of their teams are the ones who will ensure innovative and sustainable solutions and an organisation full of people who are engaged and committed.

This means that apart from the most dire emergencies, a “tell” leadership style is becoming increasingly redundant.  Suppose that is the dominant style in your organisation. In that case, I’d be inviting you to consider how bought-in people are for your business purpose and how much innovation and creativity are utilised by those who report to you. At the heart of leadership is enabling, engaging and empowering people, all benefits of adopting a coaching approach.

Many leaders, however, have been brought up in a world of being told what to do and often are promoted based on their knowledge of how to get the job done. This can make transitioning from a directive "tell" style to a coaching approach challenging. Leaders must unlearn old habits; letting go of control can be deeply uncomfortable.

The following provides a framework for leaders of mindset and skills to engage with that will support you in developing a more coaching approach to your leadership style.

A Coaching Mindset: Where Collaboration Takes Centre Stage

In an era where knowledge is readily accessible and people seek meaning in their work, your role as a leader has evolved from being a mere manager to becoming a facilitator of growth. A coaching approach is built on collaboration and empowerment, enabling you to guide your team while fostering independent thinking and problem-solving. Shifting from a controlling mindset to a coaching mindset requires you to recognise that solutions aren't always dictated from the top; instead, they emerge through a collective and co-creative effort. Trusting the process and being comfortable with not having all the answers is key to developing a coaching mindset.

As a coaching leader, you understand your role is not to provide all the answers but to be curious and encourage your team to develop their thinking and access their inner resources. Create an environment where team members learn and contribute their unique insights. This co-creative, collaborative approach fosters ownership among your team, so they take the initiative and responsibility for their tasks. It also boosts morale, as people feel valued and understood, improving job satisfaction and retention.

The Art of Listening: Being Fully Present

A cornerstone of effective coaching is the ability to listen deeply and attentively. Often, leaders are accustomed to taking charge of conversations, offering solutions, and providing direction. Transitioning to a coaching approach requires letting go of this habit and practising active listening. A great acronym I learnt during my coach training was W.A.I.T., which stands for “Why Am I Talking?”. This was invaluable in enabling me to hold my tongue and tune in to my coachee.

Active listening involves being fully present during conversations, both physically and mentally. Giving your undivided attention sends a powerful message that your team members' thoughts and ideas are valued. This builds trust and strengthens relationships, paving the way for more open and honest communication.

To listen fully, eliminate distractions, stay curious and resist the urge to jump in with solutions prematurely. Instead, focus on understanding your team member's perspective, emotions, and underlying concerns. This practice helps you as the leader grasp the nuances of a situation and encourages your team members to explore their thoughts more deeply, building their insights, understanding and capability.

Unleashing Insights: The Power of Open Questions

While active listening sets the foundation, asking open questions propels coaching conversations forward. They encourage dialogue, exploration, and reflection, fostering a deeper understanding of the issues. These questions cannot be answered with a simple "yes" or "no". They prompt individuals to think critically and offer more elaborate responses.

For instance, instead of asking, "Did you complete the project on time?" a coaching leader might inquire, "How could you have overcome the key challenges you encountered while working on the project?" This type of question invites team members to think more deeply and share their insights, enabling learning and self-discovery and opening up different perspectives and innovative solutions.

When employees are encouraged to think beyond the obvious, they often uncover new perspectives and strategies that might not have emerged otherwise. This leads to better problem-solving and cultivates a culture of continuous learning and growth.

Challenges and Rewards

Embracing a coaching approach has its challenges. Letting go of a directive style can be difficult, especially when it’s what you’ve experienced or been rewarded for. The shift requires patience, as coaching can take time and effort to yield results. However, the rewards are substantial. When taking a coaching approach, you foster an environment of collaboration, engagement, and innovation by empowering your team members to think critically, make decisions, and contribute to the organisation's success.

In conclusion, when you step into being a coaching leader, you open up the opportunity for everyone on your team to fulfil their potential. This motivates and satisfies them; your business will reap the benefits of ongoing improved performance. The shift from a directive "tell" style to a coaching approach encourages collaboration, enhances employee growth, and ultimately drives organisational excellence. To succeed in this transition, consider how you can cultivate a coaching mindset and develop your skills like active listening and asking open questions. By doing so, you unlock your team's true potential and create a thriving culture of empowerment and achievement.