Working recently with an organisation on advanced coaching skills I suggested that the only ‘model’ necessary for them was for the conversation to have a beginning, a middle, and an end. They had previously been drilled in GROW. After their 1st practice session the feedback was, ‘we felt liberated’ (by not having to remember and worry about where they were). After many, many years at this, and having studied many, many coaching models it does seem to me that it’s less useful to suggest managers use a model, (which they then try slavishly to follow in true problem solving mode), which by the way is NOT truly linear in any powerful coaching conversation. My experience steers me towards ‘simply’ supporting managers to have more effective conversations by embedding basic skills and developing key competencies through extensive practice and feedback, using real work issues, and encouraging them to create an environment of openness, honesty, trust and collaboration with their people, peers and superiors. So much more about being a leader / manager that shows up with a ‘coach approach’, modelling the the underlying values and beliefs of coaching. For me models become far less important if this environment and practice can be created internally, self and organisation!
- Delegation – coach approach
- Managers into Coaches? – why is it so difficult?