Tip of the month, Inside Track, April 2010

This article is filed under: executive coaching, leadership

The risk of coaching

Working with senior managers in a large organisation recently who were practicing having ‘difficult conversations’, it struck me that coaching, when used badly, has got firmly in the way of effective dialogue. Dialogue requires both effective listening and effective speaking. Too often, it seems, asking coaching style questions has got in the way of saying what needs to be said.

For example, take formal or informal performance conversations that start with “How is it going?” or “How are you feeling about X?”. I am the biggest advocate of open questions and coaching, and yet sometimes this leads us into an inauthentic ‘dance’ of a conversation.

• Take responsibility; it’s hard to say “You are underperforming” but sometimes, once a clear message has been voiced, ongoing dialogue can be much more effective

• Make a clear decision about when it is most appropriate to coach. Some management conversations require you to be more directive

• Remember, sometimes it is important to let your team member know what you think!