So you invested a huge chunk of your training budget for coaching skills training for your leaders, but why aren’t they coaching? Why are they back to their old directive ways after a month of completing their coaching programs?
I’ve been a facilitator in coaching skills training programs for leaders in various industries for the past 5+ years now. In my experience and conversations with Executives and HR Leads, I have observed three common pitfalls that make the leader-as-a-coach initiative fail.
Leaders resist unlearning.
It is normal for people to resist change. After all, change is scary and uncertain. When we’ve gotten results such as meeting business targets or getting a stellar performance rating using our tried-and-tested leadership style, there really isn’t any compelling reason to change our ways, right?
In the sessions that I’ve facilitated, unlearning old ways is one of the challenges managers have when learning how to coach. While many are determined to learn and try, there are still others who feel they’re too old to learn new tricks or are skeptical of the benefits of coaching.
But there are now many sources and studies that point to the need for managers to learn how to coach, as the workplace evolves to be more human-centric, empowering and inclusive.
What can you do to learn and unlearn better?
Start with one small habit. Expecting managers to be coach-like after attending a one or even three-day coaching program will not turn them into instant leader-coaches. Start small by encouraging them to practice one small habit consistently. In a recent session I facilitated, some of them committed to listening more, and others said they’d intentionally take time to greet and check-in with their team daily.
Leaders don’t trust their employees.
“It’s hard to trust employees when so much is at stake.” This is what some leaders tell me.
Others say, “But they always just ask me for answers.” or “It will take so much time and we need to move fast.”
Learning and growing are messy processes.
Think of it this way. When you were a kid, did you already immediately know how to eat properly with your utensils and not make a mess? I bet the answer is no. You had to go through that stage of having food all over your bib, clothes, table or even the floor. If our parents or caregiver always resorted to, “It’s too messy! Let me just feed you,” then wouldn’t ever learn how to eat on our own.
The same is true when we want our employees to learn, grow and think for themselves. We shouldn’t be giving all the answers, and we don’t need to know all the answers.
What can you do to trust more?
Start with your mindset. Ask yourself, “Where is the urge to give answers all the time coming from?” Could it be because you think you’re the best? Could it be because you fear being seen as incompetent? Could it be because you’re not (yet) seeing your employees’ capabilities?
Leaders don’t have the support
When I was a volunteer facilitator in a community drug rehabilitation program, we involved their families in some of our weekly sessions. We provided them with the resources and support so that they can be part of the continuous rehabilitation of their now drug-free family member even after our program ends. Some of our participants were hesitant to go back to their communities because they fear being exposed to the same temptations that got them addicted in the first place.
Though we are not dealing with drugs or any form of addiction here, the transition and integration of new coaching skills and practices into the BAU (business as usual) workplace are critical. A newly trained leader-coach will have difficulty applying their learning in a workplace where command-and-control leadership or discrimination are tolerated.
What can you do to support leader-coaches?
The work environment must be designed to nurture leader-coaches and the practice of coaching per se. Existing systems (policies, processes, etc) must be reviewed to ensure alignment with coaching. Work with your coaching program partner for support or recommendations on making coaching sustainable.
Coaching is a skill. To learn it, it must be practiced.
Equipping leaders with coaching skills doesn’t start and end with investing in a coaching skills training program. Just like other skills, it takes more than just knowing the concepts and frameworks to learn it. Coaching must be practiced, in the formal program, with the support of credible coaches, and in real life.
Ready to develop Leader-Coaches in your organization?
Get in touch!
No Special tools needed. You can start today, and do it consistently to make a difference. Coach Kurly de Guzman is a Career and Leadership Coach and one of a LinkedIn’s Top Voice based in the Philippines. She continuously seeks ways to help coaches, leaders and teams thrive through her newsletter, leadership and career development workshops as well as group and 1:1 coaching session for clients.
To work with Kurly, send an email to hello@kurlydeguzman.com or book an exploratory call to discuss your organization’s needs here
