As we bring this series for the Leader as Coach to a close, let’s reflect on some underpinning beliefs that support the application of the ICF competencies. These beliefs guide our actions and keep us acting in the best interest of our people. As the leader, we can sometimes be torn between the needs of
Tag: coaching competencies
Managing Progress and Accountability: Leader as Coach Series
In coaching, it’s the other person’s responsibility to manage progress and accountability, not the coach’s responsibility. But in our coaching role, we can still help them to hold themselves accountable by asking a simple question towards the end of the session: How will you keep yourself accountable? There are many possible answers to this question,
Leader as Coach: Planning and Goal-setting
Your coachee has come up with various options of what they could do to resolve their issue. Now it’s time to pin those down with planning and goal-setting. Which of the options are they going to choose to take forward, when will they do it/them, who might they need to ask for help or resources?
Leader as Coach: Designing Actions
Coaching is about change. To change, we need to take action of some kind. Before we can take action, we need to consider the possibilities, designing actions, and then make a choice about which action(s) to take. Sometimes, people have come to coaching feeling like they have just two ways of going forward. But neither
Leader as Coach: Creating Awareness
Creating awareness comes bit by bit, and then all at once. Slowly, slowly, we (the leader as coach) help the other person to get clear on what they want to figure out; we ask questions that get them to a place of new knowing; we listen in a way that allows us to play back
Leader as Coach: Direct Communication
Leaders need to get comfortable with direct communication in coaching conversations. No flannel, just directness. I am frequently asked the question, “how can you be non-directive at the same time as providing direct communication? Aren’t those diametrically opposite?” Direct communication is an offer, to which we should be unattached. If it doesn’t land with the
Leader as Coach: Active Listening
Active listening is as much about silence as anything else. Silence is golden. That includes in your role as leader coach. Silence allows the thinker to think. So, get comfortable with silence. And when the thinker does speak, pay attention. Notice what they are saying, but also how they are saying it, and what their
Leader as Coach: Establishing Trust and Intimacy
Establishing Trust and Intimacy with the person you are coaching is paramount if they are to do their best thinking. They need to feel confident that they can be vulnerable and share their truths, their whole truths and nothing but their truths. If they keep certain things to themselves for fear of being judged, they
Leader as Coach: Establishing the Coaching Agreement/ Contracting
In this series about coaching competencies, we move to establishing the coaching agreement, or in one word, contracting. If you add contracting to your conversations, those conversations are much more likely to be transformational, as they will be focused rather than meandering. There are three aspects to contracting: The Big C contracting before the coaching
Coaching competencies for leaders
The case for coaching is clear. Now let’s look at how leaders apply coaching competencies in their work with their team members. Over the next few weeks, I’ll be highlighting the International Coach Federation coaching competencies, and how they translate into the workplace. As a taster, here they are: Setting the Foundation Meeting Ethical Guidelines
