Coaching as a leadership tool
As people-leaders we keep asking ourselves these two questions:
Are the people in my team happy?
Are we, as a team, leaving value on the table that could be helping our company?
These questions are not just about team satisfaction and productivity, but also about our ability to sustain long-term success by empowering individuals to reach their full potential.
These are two meaty questions with fluid definitions that are not even necessarily agreed on by the individuals on your team. They are also evolving concepts throughout the years, what does it even mean to deliver value? Is an employee who contributes to a positive culture, yet isn't the most technically skilled, still delivering value?
This is where coaching comes in. It doesn't offer a fixed solution, but it empowers teams to continuously adapt, evolve, and answer these shifting questions for themselves generating:
Trust and Authenticity: By fostering authentic relationships built on trust, coaching removes the need for defensiveness, helping leaders and team members focus on the true needs and strengths of the group.
Ownership and Planning: Coaching empowers individuals to take ownership of their future and enhances their ability to plan, aligning their personal goals with the team’s broader objectives.
Psychological Safety: A coaching culture nurtures psychological safety, ensuring that conflicts are resolved productively and team members can bring their whole selves to work, boosting creativity and problem-solving.
To shift your leadership to a coaching style you have to be willing to stop knowing the answer.
In today's fast-paced and complex business environment knowing consistently knowing the answer is just not achievable let alone reasonable!
Instead, the ability to ask the right questions is what truly empowers a team to think critically and grow. By guiding your team with insightful, open-ended questions, you allow them to discover solutions that are far more adaptable and robust than any pre-packaged answer you could provide.
Not knowing the answer is liberating – it frees you from the constant burden of solving every problem and allows you to focus on what truly matters. When you stop feeling the need to have all the answers, you gain the space to invest your energy where it has the most impact: high-level strategy, systemic thinking, and ensuring your team has the tools and autonomy to discover their own solutions. This shift enables leaders to guide from a place of vision and trust, rather than control and micromanagement.
So how do you introduce more of these coaching tools and collect the benefits?
1. Share the responsibility, not the task
“Empowerment is more than delegation.” – Ken Blanchard
As a leader, it’s easy to fall into the trap of delegating tasks and checking off boxes. But the real power of coaching is in sharing responsibility for outcomes, not just tasks. When your team members take responsibility, they engage more deeply and think more critically. They aren't just "doing," they’re owning the process and results, which drives greater commitment and creativity. You, as the leader, are there as a support, but they feel like true partners in success.
Example: Instead of assigning roles in a project and managing every step, facilitate discussions around the project's objectives and allow team members to decide how they want to contribute and take ownership of specific outcomes.
2. Use active listening and really listen to understand, not to speak
“Listening is about being present, not just about being quiet.” — Krista Tippett
Active listening is at the core of coaching, and it involves more than just hearing words; it requires a commitment to understanding without judgment. Leaders often listen only to respond, but true coaching demands that you engage with the speaker’s thoughts and emotions without jumping to conclusions or offering immediate solutions. This deeper level of listening builds trust and uncovers insights that may not be immediately apparent, creating an environment where team members shutdown their defense mechanisms and feel valued and safe to express themselves.
Example: In your next one-on-one meeting, focus solely on understanding what your team member is saying without preparing a response in your mind. Follow up with open-ended questions that encourage exploration rather than offering solutions right away. Notice how this approach shifts the conversation dynamic and encourages deeper engagement.
3. Co-create goals with your team; where possible, let them lead the search
“People support what they help create.” — David H. Smith
Co-creating goals with your team fosters a sense of ownership and commitment. When team members are involved in the goal-setting process, they are more likely to be motivated to achieve those goals. Instead of imposing objectives from the top down, invite your team to contribute their ideas and aspirations. This collaborative approach not only enhances buy-in but also ensures that the goals are relevant and aligned with the team's strengths. There will be scenarios where top-down goals will be attributed without significant margin, leaders should be pro-active in collaborating with the team to drive influence and have a keen margin of boundaries to steer goal-setting to realistic, achievable and measurable targets.
Example: During a team meeting, facilitate a brainstorming session where everyone can share their vision for team objectives. Encourage open dialogue and let the team collectively prioritize their goals.
4. Shift from Directive to Inquiry-Based Leadership
“The art of leadership is saying no, not saying yes. It is very easy to say yes.” — Tony Blair
Inquiry-based leadership emphasizes asking the right questions rather than providing direct answers. By shifting from a directive approach to one that encourages exploration and critical thinking, leaders can empower their teams to develop solutions independently. This shift not only promotes creativity but also helps team members grow in confidence and problem-solving skills.
Example: Instead of telling your team how to approach a challenge, ask them questions like, “What are the potential solutions we haven’t explored yet?” or “What do you think is the best way forward?” This approach encourages ownership and innovative thinking.
5. Adopt a growth mindset
“In a growth mindset, challenges are seen as opportunities.” — Carol S. Dweck
Leaders play a crucial role in cultivating a growth mindset within their teams by demonstrating vulnerability and resilience. By openly acknowledging their own challenges and setbacks, leaders set a powerful example for their team members. When leaders handle adversities with grace and view them as stepping stones toward a stronger future, they encourage their teams to adopt the same perspective. This creates an environment where mistakes are seen as valuable learning experiences that contribute to personal and collective growth.
Example: When facing a setback, a leader can share their own experiences and how they learned from them. They might say, “I encountered a similar challenge in the past, and here’s how I grew from it.” This openness fosters a safe space for team members to express their own challenges and learn from one another.
Some practical questions you might want to include in your lingo:
What challenges are you currently facing, and how can I support you in addressing them?
What are your top priorities for today or this week?
How are you feeling about your workload? Is it manageable?
How do you prefer to receive feedback?
What specific resources or tools do you need to complete your tasks more effectively?
Can you walk me through your current project or task? What’s going well, and what’s challenging?
What’s one thing you accomplished this week that you’re proud of?
And now some important questions you should be asking yourself:
Am I prioritizing listening over speaking in my conversations with team members?
How often do I ask open-ended questions to encourage my team to think critically?
Am I willing to share my vulnerabilities with my team to build trust and authenticity?
How frequently do I involve my team in goal-setting and decision-making processes?
Do I encourage my team members to take risks (within boundaries) and learn from their mistakes?
Am I providing the necessary resources and support for my team to succeed, rather than just directing their tasks?
How well do I adapt my leadership style to meet the unique needs of each team member?
Do I regularly seek feedback from my team on my leadership approach?
Am I committed to my own continuous learning and development as a leader?
Conclusion:
In the complex world in which we are currently operating, the quest for happiness and for value delivery within our teams is more important than ever.
As leaders we have to take accountability for the role we play in setting up the context for success. It’s the profound responsibility of cultivating a work environment where team members feel empowered, valued, and genuinely connected.
By integrating coaching principles into our leadership practices, we foster authentic relationships built on trust, allowing team members to flourish and take ownership of their roles. This not only enhances their individual happiness but also enriches the overall value that the team brings to the organization. When employees are engaged and motivated, they are more likely to contribute creatively, collaborate effectively, and drive success.
As we embrace this coaching mindset, we empower ourselves to step back, ask the right questions, and facilitate a culture of continuous learning and growth. This transition may not always be straightforward, but the rewards are invaluable: a happier team that delivers exceptional results and contributes meaningfully to the company’s mission.
Let us commit to this journey together, understanding that by prioritizing happiness and value, we create a workplace where everyone can thrive, and the collective potential of our teams is fully realized. In doing so, we not only elevate our leadership but also foster a legacy of empowerment that resonates far beyond our immediate circles.
Tiago
Disclaimer:
The views and opinions expressed in this article are solely those of the author and do not represent the views of any organizations or institutions. This content is based on personal experiences and reflections, rather than extensive research or peer-reviewed data. Readers are encouraged to form their own opinions and conduct further research on the topics discussed.