Engaging your team with the coaching process & ensuring they know how to be coached

Sending line managers on courses to learn how to coach doesn’t have a strong track record of working. One of the reasons is that “it takes two to tango” – effective coaching is something you do with other people, not to them. You can engage your team with the coaching process by: Exploring with them...

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How to be coached by your team

Nobody observes how you work and behave better than your team. Research shows that teams have a much more accurate perception of their boss’ leadership strengths and weaknesses than their boss does of theirs. So your team can be a valuable resource for your self-development – if you permit them. If you want to use (more…)

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Manager as talent spotter

Manager as talent spotter By and large, managers are not very good at spotting talent (unless it is someone like them!). However, if they are prepared to put aside stereotypes about what constitutes talent, they can play a vital role in retention, diversification and harnessing of talent. Effective talent spotters are on the look out...

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Mentoring direct reports, the difficulties and how to overcome them

When a direct report has a mentor, they will need support and encouragement from their line manager. Practical ways, in which you can help, include: Being generous with the time you allow them to take for meetings with their mentor. You would normally encourage them to attend relevant training programmes. Mentoring provides immediate, just-in-time development...

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Benefits of coaching

Measurements of the impact of coaching consistently show a high return on investment from successful creation of a coaching culture within teams and from executive coaching. The picture with regard to life coaching and basic “sheep dip” training of line managers as coaches is much less clear. Creating a coaching culture in the team has (more…)

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Training the team in how to be coached

For a line manager to return to a team, having been on a short coaching course, and expect them to embrace the idea of being coached is highly optimistic. The typical reaction of a team is passive resistance, because: Hardly surprising that many, if not most, programmes to turn line managers into coaches have a...

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Contracting with the team in team coaching

One of the most common issues for team coaches is that the team is unused to having open conversations. At the start of any team coaching intervention, therefore, it’s important to help them contract with each other – and with you. Useful questions to consider include: Creating the contract with you is best done individually...

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When the team breaks into subgroups with different agendas

When teams develop into subgroups with different agendas or priorities, honest communication is one of the first casualties. An important part of both the team leader’s role and the team coach’s role is to prevent this kind of disunity – which we call “fracking” – from occurring. Warning Signs in Team Coaching Sessions Intervention Strategies...

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What if you are coaching two or more people from the same team

Coaching People Who Work Together: Navigating Confidentiality Coaching is a confidential conversation. So, coaching people who work together poses a number of challenges. In particular: Managing the Challenges: The Importance of Contracting Managing this situation begins with contracting. (If you find yourself already there, go back and re-contract!) Both coachees need to accept and have...

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