Coaching is about inspiring people to do their best. It’s also about challenging people to come up with answers on their own.
Historically, leaders achieved their position by virtue of experience on the job and in-depth knowledge. They were expected toand to readily provide them when employees were unsure about what to do or how to do it. The leader was the person whoLeaders today still have to understand their business thoroughly, but it’s unrealistic and ill-advised to expect them to havethe answers. Organizations are simply too complex for leaders to govern on that basis.
The next step in the process is what Schein somewhat confusingly calls “confrontational inquiry”. He doesn’t mean that we literally confront the person, but, rather, that we challenge aspects of their story by introducing new ideas and hypotheses, substituting our understanding of the situation for the other person’s.
Effective listening also requires our focused attention. Coaching is fundamentally incompatible with multitasking, because while you may be able toin a way that makes the other person feel heard. It’s critical to eliminate distractions. Turn off your phone, close your laptop, and find a dedicated space where you won’t be interrupted.
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