How to Coach at Work

Question: What do Mohammad Ali, Richard Branson, Johnny Wilkinson and Bill Gates all have in common?  

Answer: They all have coaches. Once seen as the preserve of only top sportsmen and chief executives, personal coaches are now commonplace. 

Some more questions for you:-

• Do you manage a group of workers?
• Do you manage a team of people?
• Do you manage other managers?
• Do you run a business with partners or staff?  

If you answered yes to any of these four questions, then this is a strategy for you... 

You know how sometimes you think you clearly delegate tasks to others and yet they misunderstand you, often resulting in you not getting what you asked for? Or that certain individuals will be difficult and uncooperative when you attempt to talk to them or ask them to do something or take on board your opinions or requests?

 Well the good news is it's not an uncommon situation. Many people in a management position say that the biggest problem they have is the attitudes of those they have to manage. Have you ever stopped and thought it might be how you go about 'managing' others? Have you ever tried a different approach?

 Question: What if it could be guaranteed that you could always be heard and understood?  

Imagine what it would be like if you could delegate anything at all and know 99% of the time that you would get the results you were after.  

I bet you're thinking that's some unrealistic type of utopia.  Well think again.  

With the right kind of tools, you can become an expert communicator, respected as someone who listens, understands and values the people they work with. Someone who knows how to inspire the very best in themselves and others.  

Well, here's the way to do just that. Become a "coach at work." Becoming a "coach" at work is not taking the soft option; it is absolutely necessary if you want to grow your team, increase productivity and motivate your workforce to feel valued and acknowledged. 

The good news is that everyone can become a "coach at work." All you have to do is 'manage' people in a better way using an involving rather than telling style i.e. coach others in a way that wins their support and their loyalty. This will improve performance and productivity - guaranteed.  

1.                  Gain commitment to the tast 

Start by asking people 'What do you think we should do about XYZ?' when someone brings you a problem. This keeps ownership of the problem where it belongs - with the person(s) who has the problem - hence usually the person with the best chance of solving it.

2.                  Make sure all the options are considere 

Then look to establish that they have considered all the options, not just the first thing that comes into their head. This is easily done by asking a question like, 'And what else have you considered before coming up with your current suggestion?'  

3.                  Test the thinking 

Now look to find out if they have thought the problem through by asking questions like 'Who will be affected by this idea?' 'How have you involved them or consulted them?' 'How will you ensure everyone affected by your suggestion will buy-in?' and so on.

4.                  Check the resources are available 

Next ask about resources and deliverables by asking questions like, 'What resources will you need?'  and 'How long will this take?' Notice all the time the emphasis is on them deciding and telling you what needs to be done not the other way round (as is usually the case). This means ownership is always where it needs to be - with them. Once satisfied all the options and issues have been considered, empower them to get on with it. 

5.                  Show interest 

Nothing is a greater motivator than showing genuine interest. It works for lots of reasons, some of which include: it shows you're interested and serious about whatever it is that's being worked on; it demonstrates your commitment to the issue; it gives you a chance to check progress is being made, that it's being made as quickly as is necessary (given the circumstances) and lastly that what you are expecting done is what is being done i.e. the right outcome is being worked on. 

Food for thought... 

Often when I discuss this coaching based approach of managing with managers they say things like, 'people will never stand for all this questioning it smacks at micro managing'. That's rubbish! It shows you are interested and that's a massive motivator - believe me.

Using a coaching style of managing people at work will allow you to understand the best way to work with each individual member of your team and will ensure you get the best out of your team.

So, is everyone coach-able?  

There are times when coaching may not be an appropriate intervention for some people. An example may be after bereavement when the client may need to talk through issues, without necessarily taking action. In these circumstances a more empathetic process such as counselling may be more suited, although these individuals may well come for coaching at a later time.

 Are some people truly un-coach-able?  Yes.  

The question I ask to determine this is 'Do they [you] really want to be coached?' It often comes down to the 'You can't make a horse drink if it does not want to' syndrome.

In other words if someone, for what ever reason, really does not want to be coached then you will have a very difficult time trying to change their minds.

This includes anyone who does not want to accept responsibility for what  goes on in their lives and fails to see the part they play in creating their results and is therefore unwilling to work with you to figure out better ways of doing things in the future.  

And, before anyone hits the roof, this isn't about blame - it's about learning lessons and moving on with the benefit of hindsight and wisdom, not resentment or bitterness towards yourself or anyone else for that matter.  

The other type of people I believe to be un-coach-able are those who have done too much therapy and who have acquired the habit of being supported (without taking action). In my experience, these types of people talk about what they want to do and talk about how they feel about not doing it but never do anything about it. Extraordinary but true. My advice - keep clear.

Once you've mastered becoming a "coach at work" you can then start to build on this approach and work with your team(s) to show them how they can align their own personal values with those of the organisation/company. Through using a coaching approach you can begin to show people how they can use their own unique talents and strengths in the workplace by encouraging them to focus on the strengths in others. 

You then have the ability to create teams that support and encourage each other to be the best that they all can be.

 If you want a culture of co-operation, a team that is cohesive and powerful; if you want to make a real difference to the way you work with others, then you'll benefit from everything that a coaching approach has to offer, so don't let anything stop you and to encourage you on your way here's a few inspiring words....

 Five great quotes to help you with your Coaching at Work 

1 "Keep away from people who try to belittle your ambitions. Small people always do that, but the really great one's make you feel you too can become great"    Mark Twain 

2 "Catch people in the act of doing something right" Ken Blanchard 

3 "Good treatment of workers results in similar treatment of customers" Todd Englander 

4 "Feelings of worth can flourish only in an atmosphere where individual differences are appreciated, mistakes are tolerated, communication is open, and rules are flexible - the kind of atmosphere that is found in a nurturing family"   Virginia Satir

5 "Modelling may not only be the best way to teach; it may be the only way to teach"   Albert Schweitzer