Beyond Quick Fixes: Understanding the Three Dimensions of Effective Coaching

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Episode Transcript

Speaker 1 (00:00):
The biggest challenge that we have in the coaching
field is really understanding, Iwould say, our core objective.
See, a lot of times when we'recoaching we can also have people
redefine coaching.
So let me give you threefundamental views of what
coaching can be or the types ofcoaching.
Number one spot coaching.

(00:22):
Some people call itobservational coaching.
When we spot something, we thencoach to it.
So if we see a teller in acredit union asking closed-ended
questions and they should beasking open-ended questions we
spot that.
Here's the funny thing when wespot things, we're typically
triggered by what we see aswrong or things that we want to

(00:44):
correct.
Spot things we're typicallytriggered by what we see as
wrong or things that we want tocorrect.
Yet we also know the flip sideof that is the Gallup
organization reports peopleengage eight times more when we
lead with strengths.
That's why we coach.
That's why we leveragestrengths.
Number two situational coaching.
Situational coaching can bewhere a situation is brought or
created that a leader has tocoach to, such as two employees

(01:06):
not working well together.
What do we typically do?
We bring them in.
We rhetorically tell themthey've got to work better
together, like they don't knowthat, and then, when the
conversation ends, we say toourselves well, that was my
coaching session.
Two people who aren't workingwell together are going to need
a lot of coaching to continue towork well together.

(01:28):
So it becomes a second innatebehavioral habit.
The third type of coaching iswhat we teach.
It doesn't mean it's the onlything that leaders should do,
but that's continuous coaching.
Calendar-driven coaching.
Scheduled sessions focus on aparticular area of development.
Here's why, if you take abasketball player, they have to

(01:50):
play defense, they have to playoffense.
We could probably coach to 100things on both sides, from both
offense and defense.
So if I talked about everysingle thing that went into
dribbling, shooting, form,running plays, it would be
overwhelming.
So we encourage people to pickone or two things.
Focus on that over a period oftime until they have predictable

(02:12):
, sustainable results.
What are the stages that we knowthat they get there?
First, it's effort.
Are they producing effort?
When you have people at theeffort stage, just reward them.
Stay away from constructivefeedback.
Number two when they get to theprogress level which is right
between effort and results andwe pinpoint where they're

(02:34):
progressing, they know what torepeat.
Yet if we only do spot coachingand we're typically triggered
by what's wrong, they will neverknow where they're progressing.
So here's the challenge that wehave everybody, when we're
coaching, we have to realizefundamentally and there's
certainly more we can spot coachwhich tends to lean towards the

(02:54):
constructive we cansituationally coach.
We tend to put ourself into afalse sense of accomplishment,
saying well, I coach them, to afalse sense of accomplishment
saying well, I coach them.
People change slow.
People require coaching on acontinuous basis.
So I always love MichaelPhelps' depiction of coaching

(03:16):
along with Katie Ledecky,probably the two most decorated
Olympians in American history, Ithink in the history of the
Olympics and he would always sayabout his coach he said look, I
know how to do a stroke, yet Ialso know that I can create some
bad habits where I start to cutcorners with my stroke.
It requires a coach to see that, but then I have to put it into

(03:39):
practice.
The same premise, the same exactpremise, holds true for leaders
to become better coaches, wehave to practice.
And, yes, it requires what Icall conversational excellence,
not conversational perspective,conversational excellence.
See, when we're improving wefeel better.

(04:02):
Evidenced by the study atHarvard by Teresa Amble in her
book called the ProgressPrinciple when we are
progressing.
We are at our most motivatedstate 76% of the time.
Almost 8 out of 10 employeessaid I feel at my most motivated
state when I'm progressing, notreward, recognition and money.

(04:23):
So human beings requirecoaching, they require
positivity.
They need positivity.
When you spot coach, go lookfor the good stuff, because
there's a lot out there.
What are your thoughts?