This article is part of a series by PeerSpectives Consulting. Check out Part 1: People don’t want a boss. People want a coach, and Part 3: Are you getting opportunities to grow?
When you think back to a time when you interacted with a manager – did you feel heard? What impact did that have on you? Listening well is an important leadership skill, as it builds trust and uncovers opportunities.
In this series of articles, beginning with the first article called People don’t want a boss. People want a Coach, I have outlined the Gallup research behind the movement to people wanting to have a manager who coaches them to develop and grow.
But not everyone is a natural coach. At PeerSpectives Consulting, we have developed a virtual program to build coaching skills for managers. Louann McCurdy, my co-founder of PeerSpectives and a coach with International Coach Federation credentials, has a deep background in using coaching best practices.
As we are both Gallup-Certified Strengths Coaches, we built our Strengths-Based Coach Approach program based on three “coach approach” principles[1]: Establishing Expectations, Continually Coaching and Creating Accountability.
Source: Ben Wigert, PH.D, and Jim Harter, PH.D, Re-engineering Performance Management, page 15
Training for managers
Our virtual program runs over 5 sessions and introduces participants to coaching skills and 5 key Coaching Conversations. Each session allows time to practice the skills and is centered around one of the conversation topics. The practice sessions are completed in triads, with each person taking a turn at being the Coach, the Coachee, and the Observer.
The 4 coaching skills introduced are:
- Asking closed-ended and open-ended questions
- Applying deep listening techniques and reflecting back
- Speaking with direct, honest communication
- Empowering others to find their internal sources of power
The 5 coaching conversation topics introduced are:
- Providing clarification of current goals
- Developing and assigning new projects
- Growth and development of a team member
- Re-direction and reframing of missteps
- Recognizing and appreciating team members
In this series of articles for CharityVillage, I will share with you details about the coaching skills developed and the conversation topics covered in our Coach Approach Program.
Introduction to 3 new coaching skills
In the second session of the program, participants are introduced to the coaching skills of pausing, mirroring, and labelling.
Pausing is giving your Coachee time to think and reflect. Coaches need to be comfortable to allow for silence. If you feel the silence is going on too long, gently encourage your Coachee to contribute.
For example:
- Is there more?
- Tell me more?
- Do you need more time?
Mirroring is repeating a phrase that the speaker has just used and then allowing time for the Coachee to reflect and elaborate.
For example:
Coach: What is your favourite part of your role here at the organization?
Coachee: I am passionate about the growth of my team and how they change.
Coach: They change…? Tell me more. (Coach pauses)
Coachee: I love to see their confidence grow when I support by connecting them to others in our organization.
Labelling is offering an observation on what was said that the Coachee can react to, and then the Coach pauses to listen to the response. Sample phrases would be:
- It feels like..
- It seems like…
- It looks like…
For Example:
It feels like you are excited about the growth of your team members? Then Coach pauses for the Coachee to think, clarify and elaborate, agree or disagree.
Elements of the best coaching sessions
The Coach:
- Shows up as non-judgmental and genuinely interested in the Coachee
- Listens with their ears, mind, heart, and gut
- Reads the speaker’s body language and facial expressions
- Listens for what their Strengths bring, what their Strengths need
- Uses a voice tone that conveys a sense of safety
The Coachee:
- Feels comfortable and safe to answer freely
- Has enough time to reflect, doesn’t feel rushed
- Uncovers new insights and aha moments
Practicing the 3 new coaching skills
In session #2, once the coaching skills are learned, the participants are divided up into triads where each person has an opportunity to be Coach, Coachee, and Observer. They will then be supported with a “script” to follow to have a conversation to Establish Expectations, specifically around developing and assigning new projects.
Coaches are asked to use pausing, mirroring, and labelling skills to ask two questions of the Coachee.
Coach asks two questions:
- What do you enjoy about the work you do at our organization?
- What do you want to do more of?
Participants are sent off with some homework to gain further practice.
In the next article, I will share with you details on Session #3 of the Coach Approach Program. In Session #3, the coaching skills introduced to participants are “Speaking with Direct and Honest Communication”. The Coaching Conversation topic that participants will practice deep listening techniques with is “Growth and Development of a team member”.
As people change and wish for more of a Coach than a Boss, it’s important for managers and leaders to feel confident that they can learn and hone these coaching skills, setting them and their employees up for success!
Stephanie Koonar
Co-Founder of PeerSpectives Consulting, a team building and personal development company. An award-winning instructor with over 20 years of teaching and administration experience in Higher Education, she has taught over 4,000 learners. As a Gallup-Certified Strengths Coach, she empowers people to unlock their potential to be their best. MBA, BA Psychology. Gallup-Certified Strengths Coach. www.peerspectives.ca
SK.peerspectives@gmail.com
Louann McCurdy
Co-Founder of PeerSpectives Consulting, helps people bring forth the best of themselves. As an Engineer, I/T professional, Project Leader, and Career Coach, living and working in 5 countries (Canada, USA, Singapore, France, India), she has worked with diverse groups of people, and has seen how understanding Strengths leads to career success. An International Coach Federation credentialed coach.
B.Sc. Engineering, B.Ed. Adult Ed Gallup-Certified Strengths Coach. www.peerspectives.ca
LM.peerspectives@gmail.com
[1] Ben Wigert, PH.D, and Jim Harter, PH.D, Re-engineering Performance Management, page 15
The views expressed in this article are the author’s alone and do not necessarily represent those of CharityVillage.com or any other individual or entity with whom the authors or website may be affiliated. CharityVillage.com is not liable for any content that may be considered offensive, inappropriate, defamatory, or inaccurate or in breach of third-party rights of privacy, copyright, or trademark.
