Coaching is no longer just a benevolent form of sharing what you know with somebody… It’s also a way of asking questions so as to spark insights in the other person.
Herminia Ibarra and Anne Scoular
Takeaways of Note:
To develop Coaching as an Individual Capacity be aware that…
1) You’re Not as Good as You Think – efforts to coach typically consist of just trying to get agreement on “what’s already been decided” (“tell & sell” v. “ask & listen” …because deep down we’ve already made up our minds about the right way forward)
2) Different Ways of Helping – it’s a spectrum from Directive to Situational to Non-Directive to Laissez-faire… reflecting degrees of advice v motivation
3) The GROW Model – to improve at “nondirective coaching” use the GROW model… Goal, Reality, Options, Will
To develop Coaching as an Organizational Capacity be aware to…
1) Articulate the “why” – connect coaching to mission-critical tasks
2) Model the behavior – leaders walk the talk; it builds momentum
3) Build capability throughout the organization – practical example from Microsoft of team restructuring, retraining & retooling
4) Remove the barriers – practical examples from Microsoft and Allen & Overy of modifying largely unproductive, internal rituals