In today's workplaces, coaching has emerged as a pivotal tool for fostering growth, enhancing performance, and driving organisational success. Unlike traditional management approaches, coaching focuses on empowering employees by developing their skills, boosting their confidence, and unlocking their full potential. This personalised approach not only cultivates a culture of continuous learning and improvement but also strengthens employee engagement and retention. As businesses navigate the complexities of the 21st century, the role of coaching in nurturing talent and fostering a resilient, adaptable workforce has never been more crucial.
But just calling yourself a coach is not enough to be effective or successful. It is critical to reflect on your personal skills, values and motivators before undertaking any coaching activity. Whilst many have the requirement to coach, they are unsure if they have what it takes to be successful.
If you are wondering if you have what it takes to be a fantastic coach, the following is a list of some common attributes and behaviours that successful coaches possess:
Coaching is about inspiring employees to do more and to be more. It is more than ‘clocking on and off’ and when done well, it links directly to the values and motivators of employees. There can be a view that it is too focused on the non-performers, but if a business is serious about improving performance across all levels, coaching should be part of each leader’s toolkit.
Listening is an essential coaching skill. Focus on the coachee and don’t become sidetracked by internal thoughts and distractions. Remember to:
It is important to listen to not just the words, but the emotion, passion and tone and then reflect back to ensure mutual understanding.
A good coach needs to know how to ask open-ended questions in a considered manner to gain further insights. Remember to:
Sometimes the coachee will say things that are too general, unfounded or filled with contradictions. It is important for the coach to not jump in with comments that are accusatory, such as “that is not correct”. A more appropriate way would be: “that is an interesting perspective, help me to better understand why you believe that to be important?”.
Avoid the temptation to criticise the coachee and instead strive to make the feedback meaningful by illustrating what went well and where there is an opportunity for improvement. The feedback should have clear specific examples to allow the coachee to really reflect on a specific scenario, rather than just being told, “you talk too much in meetings”.
Too often, a coach will try to make the conversation about themselves, their skills and experiences. This is all about the coachee and the coach needs to make them the focus.
Taking ownership over performance and behaviour gaps is a key and critical step. The coach should aim to gain commitment from the coachee about what specifically will be achieved and by when. Aim to make small shifts over time and remember to celebrate the wins.
It is important to provide alternative perspectives to enable the coachee to see things from different angles. Consider the style and preferences of the coachee and present using different approaches. For example, the coachee may be someone who is persuaded by facts and data. In this scenario, it would be effective for the coach to use research or evidence to persuade the coachee.
One of the most critical skills of a coach is the ability to provide authentic support when the coachee needs it the most. The coach is encouraged to keep a close eye on the coachee to watch for signs that support is needed. The road to improvement can sometimes be a bumpy one and the coach will earn respect and trust by ensuring that the coachee is supported. Consider:
The coach has a role to establish trust with the coachee as this is where the relationship will thrive.
The role of the coach can be likened to the job of a driving instructor. It is the coach's job to provide a safe environment where employees have the skills and confidence to tackle the obstacles ahead without anyone else grabbing the wheel. Ultimately, there is no question that leaders who fine-tune their coaching toolkit will improve their leadership brand and enjoy the greatest reward of helping each team member to be the best version of themselves.
Further information
For more detailed information about developing coaching skills, see our articles on Introduction to coaching and Coaching Well.
For assistance with your workplace matters, Members of Ai Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
