Increasingly, companies ranging from Fortune 500s to startups are embracing coaching as a way to develop leaders at all levels. Many large companies have invested in hiring internal coaches, and there are startups that retain a coach that all employees can access. When I talk to people who are interested in hiring a coach I often hear the question “Isn’t it just a conversation?” The answer is no, and here’s why.
Safety and Confidentiality
It’s not often in life that we get to talk to someone objective whose only goal is helping us be successful. Your best friend, boss, mentor, and spouse may want what’s best for you. They also depend on you which means your decisions impact them personally. If you’re considering a career transition your boss might fight hard to keep you. Your spouse could feel nervous about the financial consequences, or the long hours required to ramp up in a new role. A coach is not invested in your choices. Rather, the coach will spend time creating a safe place for you to identify your passion and aspirations, then support you in thinking through how to pursue them.
Based on Goals
Effective coaching is always rooted in goals. They may be big picture goals like “inspire my team” or tactical goals like “talk less in meetings so I can hear more from others.” What matters is that the goals are achievable and progress can be measured. The coach’s job is to make sure your time is spent in service to you, the client, also known as the coachee. If you stray too far from your original goal, your coach will check in to see if you want to refocus the conversation, or if perhaps the goal needs to be revised.
Leverages Stakeholders
Organizations that offer coaching often include stakeholders. Typically that means the coachee’s manager, HR Business Partner, or both. Their role includes:
- Ensuring that the coachee has identified the highest priority goals to work on
- Supporting the coachee through observation and feedback
- Helping to hold the coachee accountable through periodic check-ins
Not every coaching engagement includes stakeholders but those that do can be structured so that the coachee is not limited by their own self-awareness, and goals are aligned to the business.
Uses Assessments
There are times when an assessment can add value to a coaching engagement. The most common assessment is a 360 where the coach, through a tool or live interviews, gathers feedback about the coachee’s strengths and development areas. Others assessments include those that reveal style such as DiSC, EQ, or how the coachee deals with conflict. If the coachee has recently taken an assessment or received performance feedback, the coach can review that existing information to gain insight into the client.
Leading from Behind
Leading from behind is part of many coaching methodologies. It’s what distinguishes coaching from consulting. When you hire a consultant, you’re paying for their expertise; most leaders want the consultant to tell them what to do. Coaching taps into the coachee’s knowledge, skills, and strengths – evoking the leader in others. A coach will explore your past behaviors, instincts, and triggers to help you identify the best path forward.
Coaching has been proven to increase performance of both individuals and organizations. Anecdotal evidence also demonstrates that individuals frequently achieve their coaching goals, increase confidence, and become better leaders through coaching.
If you’d like to learn whether coaching is right for you or your team, contact us at info@reverbpeople.com for a free consultation.
