If you’re a good leader, you’re probably a good problem solver.
But are you a good coach?
Coaching means you’re no longer out front. You are the wind at the back of your colleagues.
Strong headwinds are necessary to lift a kite or an airplane into the air. But too much push-back by a boss or too many blustery boasts by a supervisor taking credit for work others accomplished kills morale, stifles innovation and poisons organizational culture.
Consider three tips to become a better coach.
1. Set aside your ego. Coaching means forgetting your agenda, listening to what’s being said, and paying attention to what’s not being said. It’s not about solving problems. It’s about asking another question to lead people to reach their own conclusions.
Watch this two minute video from Frank Maguire, one of the cofounders of FedEx.
2. Set aside time. Carving out 60 to 90 minutes of protected quality one-on-one time each month with your direct reports is vital for getting to know the human being you call a colleague. These sessions will enhance your relationship with your colleague as you build trust.
3. Set commitments. Once decisions are made, write them down. Doing so embeds them in our subconscious while providing a scorecard to measure progress. Here’s a free framework you can use as a guideline for coaching conversations.
Being a bit more of a coach and a little less of a boss will enable your colleagues to run like the wind.
About the Author: Greg Bustin is an executive coach, consultant and speaker who has delivered more than 500 keynotes and workshops on five continents. www.bustin.com Greg advises leaders at some of the world’s most admired companies, and his views about leadership have been published in The Wall Street Journal, Chief Executive, Fast Company, Forbes, Inc., Investor’s Business Daily, Leader to Leader, and other major publications. He’s written five leadership books. His newest book, How Leaders Decide: A Timeless Guide to Making Tough Choices (Sourcebooks), examines decision-making in history’s greatest triumphs and tragedies. How Leaders Decide