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Coaching Skills Training: Communication & Coaching Part 1
Coaching at work is surrounded by mystery and is leaving managers baffled by what they need to do. This article simplifies coaching by starting to examnine its place within an overall approach to communication.
Most managers I train as coaches are clear (or have been convinced by their bosses) that they need to take on the role of coach as part of their people management responsibilities. Most are less clear about exactly what this means or how to go about it. There are obvious difficulties in defining coaching with any precision and of incorporating coaching into a general management role.
If we start by considering coaching as merely one type of communication we can see how it fits with the more general approaches to communication that most of us already employ.
Here we’ll consider six communication styles that differ in terms of the level of control exercised by manager and team member respectively.
Tells
When we tell people what to do and how to do it, we assume total control. This is highly attractive when time is tight or the consequence of error high.
Sells
Here we loosen our control just slightly and involve team members to the extent that we realise that they must be convinced of the merits of an idea before they’ll feel inclined to act upon it with any enthusiasm.
Tests
A further loosening of our control and a greater involvement for team members because we literally test out an idea or decision and accept the risk that the team will not agree.
Consults
I think of this as a meeting halfway, 50/50 kind of style. The team’s input is sought and their ideas considered but it is still the manager that makes a final decision and thus retains a high level of control.
Joins
This is an egalitarian communication style aimed at decision making by consensus. Control has switched. More is with the team members but not all of it.
Delegates
The manager sets the parameters of the task, success measures, reporting guidelines, etc. however, control over how exactly the task will be accomplished is given to the team member(s). The risks are high but the rewards and long term gains substantial.
It would be a mistake to conclude that any one of these styles is necessarily right or wrong. Each has its advantages and disadvantages and the most effective managers adapt their style to reflect the needs of the situation and of the person with whom they are communicating. Imagine a fire alarm sounded as you were reading this. You could attend a meeting to discuss evacuation options, but I think you’d want something more direct. What’s needed is for someone to decide what to do and tell the rest of us how to do it. Similarly, a new person on the team will need a period of close monitoring and some instruction before they have built up the knowledge and experience required for delegated tasks.
In a future article I’ll expand on the relative advantages and disadvantages of each style and examine where coaching fits.