Coaching as a Leadership Skill
You may have noticed (probably because I go on about it a lot) that I am a coach as well as a leader.
I initially started learning about coaching as a way of expanding my leadership skill set, and it grew to being a key part of my identity and is what I love doing.
I write these articles because I want them to be useful for you. So today I want to take you through a great model for coaching conversations that you can use in your leadership practice.
It has long been known that taking a coaching approach with your team members can improve autonomy, increase motivation and engagement, and encourage self-awareness and learning.
This technique can be used as part of a one on one, or to help a team member when they're struggling with something. It provides an easy arc to follow that can result in actions and follow up that should help the person reach their desired result.
Introducing Oscar
Huge thanks to Jenny Rogers' seminal Coaching Skills for the breakdown of this model. Also note that this is by no means the only model you can use, but it's simple, memorable, and effective.
It goes like this:
Outcome - The destination
Situation - Where they are now
Choices and consequences - Options
Action - The plan
Review - Staying on track
Outcome
What would you like to achieve from today's session?
What's the desired long term outcome?
What does success look like?
This is where you can explore with your team member what it is that they're looking to achieve, and help them be clear about their desired outcome.
Situation
What is the current context?
Where is the client situated, and what does the issue look like for them?
What's happening and who is involved?
What makes this an issue now?
The purpose here is not to gain information for your benefit, but to help them gain further clarity over the situation, and raise their awareness.
Choices & Consequences
What have you tried already?
What choices do you have?
What might be the consequences of each option?
What can you explore to solve this challenge?
This is where you discuss the options with your team member. You might help them brainstorm, and then evaluate each option for its pros and cons. By exploring the upsides and downsides of each option you should be able to help them decide on a course of action.
Note that this is often the hardest part for leaders - we are used to making suggestions and solving problems on behalf of our teams. Here we want to create the space for them to explore and evaluate on their own.
That's not to say we shouldn't say something if they're about to walk off a metaphorical cliff...
A Literal Cliff, San Diego CA
Action
What will you do next?
How and when will you do it?
What resources might you need in order to do it?
What might hold you back?
What's your first step?
Here you can work with them to choose their next steps. Often, identifying a small, relatively easy first step can help get moving and build momentum. You can also help them examine ahead of time any potential roadblocks they could face, and how they might handle them should they arise.
Review
What will you do to review your progress?
When shall we checkpoint?
How will you know you've got there?
The final stage is to look at next steps - when and how will you review progress? How will they hold themselves accountable and ensure they're getting closer to their desired outcome?
Further reading
If this is a topic you'd like to explore in more detail, the abovementioned book 'Coaching Skills' by Jenny Rogers is an excellent and thorough guide to coaching as a skill. Although it's not specifically aimed at leaders the majority of what she talks about is definitely relevant. For a more managerial focused approach, have a look at 'Manager as Coach' by Jenny Rogers, Karen Whittleworth, & Andrew Gilbert.
Another option I recommend is 'The Coaching Habit' by Michael Bungay-Stanier. This uses a slightly different approach to OSCAR and is just as good, and is a lightweight entry point for managers looking to develop this skillset.
Final Thoughts
As I mentioned this is one of many models or frameworks that can be used to hold a great coaching conversation. It's important to note that this isn't meant to be prescriptive - it's useful to hold in your mind as you build up this skillset. You'll also find that following the stages might not be linear in practice, in that you might bounce back and forth between each part as you explore the topic. You can (and should) adapt the model to your style as you get more confident with taking a coaching approach.
It's also not suitable for every occasion - there's times you'll need to be more directive or to deliver feedback etc., and a 'coaching session' might not always be the best way to handle a conversation.
As leaders we are often excellent at solving our team's problems. In fact removing obstacles can be one of our key functions. So it goes against instinct to allow the team to explore and solve issues on their own, as I mentioned above. However this is a fundamental and important skill for our teams to develop, so choosing to sometimes take a coaching approach will create a better long term outcome for them and for your organization.
When you're ready, I offer 1:1 coaching for leaders who are looking to take their life and career to the next level. Send me an email and we'll set up a time to have a chat.
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