Hold Coaching Conversations

What’s the most effective way to build a strong, motivated team? Coaching!

Through coaching, you help team members develop new skills and deeper levels of self-awareness. As a result, people grow, and your organization benefits by having ever-more-capable employees. Everyone wins! 

77% of HR executives reported that encouraging more frequent coaching conversations was their top performance management priority.

Knowing when to coach is just as important as knowing how to coach.

If you see someone struggling with a challenge, weighing an important decision, or striving to hit a goal, you may have spotted a “coachable moment.” At these times, your team members would benefit from reflection, insight, and feedback.

Sometimes coaching isn’t appropriate, and instead, you need to tell someone exactly what to do. In that case, direct them to take certain actions.

So how do you know when to use each approach?

As you decide whether to coach or direct, be aware of your tendencies. You may naturally lean toward coaching, or you may be accustomed to telling others what to do.

If you are directive by nature, you’ll find that the more regularly you coach, the easier and more productive it’ll become. 

Coaching isn’t a fixed process. To be successful, you need to tailor your approach based on the needs of the person you’re coaching.

In addition to “coachable moments,” you can use formal conversations to support someone’s growth. These require a bit more rigor, such as a defined action plan, documented observations, and scheduled check-ins to ensure the person you’re coaching stays focused on their goals.

In all cases, though, you’ll find it useful to follow three general steps for conducting an effective coaching conversation:

You’ve spotted an opportunity to coach and want to make the most of it. Maybe you want to guide a team member as they weigh options, work through a dispute, or navigate a challenge.

Before you start a conversation, check that your coachee is ready.

You’re ready to have a coaching conversation. Get off to a good start by going into it with curiosity and an open mind.

Nothing dooms a coaching discussion more than launching into a preset agenda.

In a non-judgmental way, help the person you’re coaching reflect on their actions and options.

Close the coaching conversation by agreeing on specific next steps.

Resist the urge to tell a team member what you think should happen after the conversation ends.

Instead, encourage them to use insights gained in the conversation to take ownership of what needs to be done next and by when.