You will find yourself in situations where you want something more out of one of your direct reports, and you aren’t getting it. You’ll need to decide if you’re going to coach them to get there, or train them to get there.
WHEN TO TRAIN
Training is used when someone is brand new to a particular concept or process.
HOW TO TRAIN
Walk them through the process step-by-step.
It helps to ask them at the beginning how they learn best. Do they prefer to watch first? Do they prefer to be in control and have you walk them through the process? Find out in advance, and then teach them that way.
At various points, check to make sure they understand what you have taught them. Quiz them lightly on particular points that they need to remember.
If appropriate, have them try out their newfound knowledge on their own a few times while you are there to answer questions.
WHEN TO COACH
If someone on your team has done a particular process a few times already (it isn’t brand new to them), and you feel like they could figure it out, try coaching them.
The downside to coaching is that it takes longer up front. Many managers would prefer to just give an answer so the direct report can be on their way, but this increases their dependency on the manager and in the long run will take up more of the manager’s time. It’s a bigger investment upfront, but the long term benefits are huge.
By coaching your direct reports, the result will be more time for you to focus on the higher-value work, and they will feel empowered with their newfound autonomy.
HOW TO COACH
Let’s imagine that someone on your team asks you to review a proposal before they send it to a client. They’ve done this action many times before, but this one has some nuances.
This is a great candidate for coaching.
There’s nothing wrong with training them and telling them what to do in this situation, but it means that they will feel less empowered, you will become a bottleneck for getting proposals together, and you’ll feel completely strapped for time. Coaching them through it will take more time initially, but in the long run they will be less reliant on your input.
Example coaching questions could be, “Tell me about what you have so far. What are the parts that you are unsure about? Why are you unsure? What do you think the client’s reaction will be when they see this proposal? What can we do to make that reaction the best it can possibly be? How can I help you in this situation?”
WHAT IF YOU DON’T KNOW THE ANSWER?
There’s nothing in the manager rulebook that says you have to know everything. Going through some coaching questions with your direct report in a situation like this will likely help to inform both of you. Example questions could be, “Who is the first person that comes to mind? Why are they the likely person? Who else might know about this? Do you know anyone on that team that could lead you in the right direction? How would you like me to help you in this situation?”
Quick aside… Being vulnerable with your team is the BEST thing you can do. It helps them to trust you. They can read right through you when you’re lying, or faking. But think about a time when a leader you admired admitted they didn’t know. Did it make you doubt their credibility? Most likely not. It just showed you that they are a human, and aren’t flawless. It probably made you trust them more because you knew they would be honest with you.
EXAMPLE COACHING QUESTIONS
- What have you tried so far?
- What direction do you want to try next?
- What has worked in the past for you?
- What hasn’t worked?
- Where do you want to go next with this?
- What is the ultimate outcome you’re looking for?
- What are some pitfalls you might run into?
- Why is that?
- How do you want me to support you with this?
- How do you want me to follow up with you?
THE ONLY 5 COACHING QUESTIONS YOU NEED
ACCORDING TO THE COACHING HABIT
- What’s on your mind?
- (AWE Question) And what else?
- What’s the real challenge for you?
- And what else?
- What do you want?
- And what else?
- What was helpful in this?