The Coaching Leader - by IntelliCoach: Recent Episodes
IntelliCoach
Our Vision is simple: Every People Leader should know some professional Coaching Skills. Why? Most Leaders simply do not know how to help others WITHOUT giving advice. Yet that is exactly the kind of empowering Leadership style that people seek: one that is genuine, caring, curious, yet direct and fair. In our podcast we share ways how Leaders can become more coach-like in their daily interactions. Enjoy!
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In this episode, I'm diving into the subtle but impactful 'yes trap' in management. Imagine you're a manager offering a simple suggestion, only to find it's taken as an order, complicating your relationship with your team.
Main Ideas:
● The hidden psychology behind the "Yes Trap" and why it can cripple effective communication.
● Practical strategies to offer multiple solutions, fostering critical thinking and ownership within your team.
● How to create a safe space for healthy disagreement, leading to richer ideas and better decision-making.
Discover how to empower your team, enhance communication, and build stronger relationships. You'll be surprised what comes out when it's safe for your team to say "no." HEAR you there!
Please take 1 min to rate this podcast! It will mean a HUGE deal to me. https://www.ratethispodcast.com/intellicoachIn this episode, I'm sharing a personal experience that highlights how coaching can act as a beneficial disturbance in our lives. It all started with a simple observation from my son during our daily school commute.Main Ideas:● How a small nudge can reveal hidden details in our everyday surroundings.● My belief that coaching is a gentle nudge that opens our eyes to new possibilities.● Breaking through mental loops with powerful, thought-provoking questions.We often overlook what's right in front of us. Tune in to this episode and discover how embracing these small disturbances can unlock hidden potentials and transform your approach to leadership and life.
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Please take 1 min to rate this podcast! It will mean a HUGE deal to me. https://www.ratethispodcast.com/intellicoachIn this episode, I'm diving deep into a powerful strategy I call "ruthless prioritizing." It's not about being harsh, it's about being strategic and intentional with your time and energy.Main Ideas:● The surprising truth about ruthless prioritizing (it's not what you think!)● My simple 3-step process to identify your true value drivers and ruthlessly prioritize tasks.● How to embrace the power of focus and finally achieve that elusive sense of accomplishment.Feeling overwhelmed is a battle you can win. Tune in to this episode and discover how ruthless prioritization can transform the way you lead your team and your life.
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www.ratethispodcast.com/intellicoachIn this episode, I want to share my thoughts on closed questions in coaching conversations. From my experience, open questions are often preferred, but closed questions have their place too. They can help bring clarity and focus during a discussion. It's about finding a balance between exploring ideas and confirming decisions.Main Ideas:● Closed questions in coaching● Exploration and confirmation in conversations● Jeff Bezos' hiring principles● Closed-ended question for goal assessment● Expanding and contracting conversations● Challenging proposition of raising effectivenessI find that good closed questions can prompt deeper reflection, like asking if I'd admire someone. I've noticed how closed questions can also be useful in team settings. By asking simple questions, I've seen teams improve and grow. Ultimately, understanding closed questions can lead to better conversations. It's important to explore different types of questions to enhance communication.
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www.ratethispodcast.com/intellicoachIn this episode, I will focus on problem-solving within the context of coaching. Contrary to common belief, coaching is not just about addressing problems but finding sustainable solutions for the future.Main Ideas:● Differentiating problem solving and solution finding● Case studies to illustrate this concept● Questions that promote a solution-oriented mindsetFixing what's broken without considering the ultimate goal may not lead to true solutions. Wishing everyone success in making progress towards their desired outcomes.
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Please take 1 min to rate this podcast! It will mean a HUGE deal to me. https://www.ratethispodcast.com/intellicoachIn this episode, I'm going to share some handy coaching tips with you. I've got eight simple questions that can make our coaching conversations way better.
Here's what we'll look into:
- "What do you want to talk about today?"
- "What's the best thing that could happen from our conversation?"
- "What's the thing you're finding tricky right now?"
- "What can you actually change or decide on?"
- "What's something new you can try to move things along?"
- "What's the first small step you could take?"
- "How will you know you're getting better at this?"
- "What do you think could trip you up along the way?"
And there's a bonus one to wrap up: "What's the gem you're taking away from our conversation?" It helps us make sure we're hitting the target and learning heaps.
The idea isn't to stick to a script but to use these questions as your secret weapons to make our coaching time really zing. And don't be shy to throw in extra questions like "And what else?" to keep the conversation flowing and interesting.
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www.ratethispodcast.com/intellicoachIn this episode, I will explore the utility of two potent conversational tools: the phrases "tell me more" and "and what else." These expressions serve the dual purpose of showcasing active engagement, promoting empowerment, and revealing concealed insights within a dialogue. I will delve into how "tell me more" acts as a tool for in-depth exploration on a particular subject, vertically digging into it, while "and what else" serves as a means to broaden the discussion horizontally. Additionally, I'll offer practical advice on the proficient application of these phrases and address potential issues like excessive use and impatience. Main Ideas:● Reasons to Use "Tell Me More" and "And What Else"● Exploring "Tell Me More"● Unleashing "And What Else"● Challenges and Considerations on Using “Tell Me More” and “And What Else”In general, using these questions in conversations can result in enhanced comprehension and improved communication.
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www.ratethispodcast.com/intellicoachIn this episode, I’ll discuss a topic that many of us have encountered in our professional journeys – the transition from being a manager to becoming a leader coach. You know, many folks see the appeal of this shift, but there's often a gap between where they are and where they want to be. We'll explore the reasons behind this shift and the five key elements that can help us make this transformation. Additionally, we'll discuss some common challenges that leaders may face on their path to becoming effective coaches.Main Ideas:
Benefits of the Leader Coach Model❖ Holistic Development❖ Promoting Autonomy❖ Increased Engagement❖ Building a Culture of Continuous Learning❖ Enhancing Communication:
The Five Elements of Becoming a Leader Coach❖ Training❖ Getting Coached❖ Observing Coaching❖ Practical Coaching❖ Management Support
Challenges Faced by Leader Coaches❖ Resistance to Change❖ Time Constraints❖ Balancing Coaching and Management❖ SkepticismAdopting the leader coach model is not merely about adding a new tool to your toolkit; it's a mindset shift. It's about moving from a directive approach to one that fosters discovery through questioning. While this journey may present challenges, the rewards, including a culture of continuous learning and enhanced team engagement, are immeasurable.If you're interested in exploring coaching skills further or have any questions about our signature course, IntelliCoach Pro, please don't hesitate to reach out.
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www.ratethispodcast.com/intellicoachIn this episode, I'll share my personal experience on the power of using a strength-based approach to leadership. Initially, I treated each person in my team equally, then I discovered the value of leveraging individual talents and strengths to better help my team succeed. From this, came The Personal SWOT Model of assessing individual strengths, weaknesses, opportunities, and threats. This model helps managers understand each team member better and support individuals in their development while building up the entire team. By focusing on strengths and mitigating weaknesses, we can help individuals excel and our team to achieve more. Main ideas:● Understanding that strengths and weaknesses are internal factors, while opportunities and threats are external.● Focusing on strengths to help individuals excel and mitigate weaknesses.● Asking specific questions to uncover strengths and weaknesses in team members.● Leveraging opportunities with strengths and mitigating threats by addressing weaknesses.● Using the Personal SWOT model to structure conversations and guide team members' development effectively.● Allowing team members to use their strengths in problem-solving to help them shine.Take charge of your team's success today! Start by asking about their natural strengths and enjoyable aspects of work to uncover valuable insights. Identify tasks for delegation and address challenges with relevant skills to fuel growth.Learn how the Personal SWOT model can transform your team's performance and drive success. Listen in and empower your team for a brighter future!
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www.ratethispodcast.com/intellicoachIn this episode, we discuss how to incorporate emotions in conversations using coaching techniques. We explore the three-step process of recognizing emotional shifts, sharing about them neutrally, and exploring them further. By noticing and exploring these shifts, we can deepen our understanding of others and build trust in our relationships.
Main ideas:
- Emotions always play a role in conversations, and as coaches, we can incorporate them in a productive way.
- Recognize shifts in verbal and nonverbal behavior, such as changes in tone, energy, or body language.
- Share observations neutrally, focusing on what you see without inferring or labeling emotions.
- Explore the shift by asking open-ended questions and inviting the other person to reflect on their emotions.
- Don't impose exploration if the other person doesn't want to discuss it, and respect their boundaries.
By mastering these skills, we can become more attentive listeners, deepen connections, and build trust with others.
Want to improve your communication skills and create stronger relationships? Listen to this episode to learn how to incorporate emotions effectively in your conversations.
Don't miss out on this opportunity to enhance your communication skills and create more meaningful connections. Tune in now!
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www.ratethispodcast.com/intellicoachIn this episode, we explore the fascinating world of coaching and consulting, and how a coach prepares differently to an advisor ahead of meeting with a client. We compare the mindset and behaviors leading up to a session between a professional coach and a consultant, and help you understand where you might tend to be as you approach your work and the people around you that need help.
We start by highlighting the difference in mindset between a consultant and a professional coach. While a consultant is solution-oriented, a coach is client-centered and focuses on understanding the client's unique context. As a coach, we focus on the person in front of us rather than the problem they are facing. We coach the person and not the problem.
We then discuss how a coach and consultant might prepare differently in the way they behave leading up to a session. A consultant would gather data, collect information and develop tailored solutions, while a coach would review the client's goals, reflect on previous sessions, and develop powerful questions to understand the client better.
The difference in mindset and behavior between a coach and a consultant is stark. While a consultant goes into a conversation with the mindset of having something to offer, a coach goes in with the mindset of helping the client explore. We believe that we can all do better by cultivating both the coaching and consulting mindsets, and especially the coaching mindset, as that's where the long-term sustainable path lies.
We hope you found this episode insightful, and we look forward to hearing your thoughts. Don't forget to subscribe to our podcast and newsletter to stay updated with our latest content.
Thanks for listening to the Coaching Leader podcast!
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www.ratethispodcast.com/intellicoachIn this episode, we cover a crucial skill every leader should master - inviting disagreement. Have you ever been in a meeting where everyone seemed to agree with your boss's idea, but you had reservations? Or shared an idea with someone and wondered if they were just trying to please you? It's a common problem, and as a manager, it's crucial to create an environment where people feel comfortable disagreeing with you.
So, why is it essential to disagree? Here are the five reasons we cover:
- Better decision-making
- Increased trust
- Improved collaboration
- Enhanced creativity
- Greater accountability
We also discuss three examples of how to invite disagreement and five objections people may have to it.
But how can you overcome these objections? We provide you with a few next steps that you can take, such as listening actively, asking for pros and cons, acknowledging limitations, rewarding dissent, setting ground rules, and even playing the devil's advocate.
By mastering the skill of inviting disagreement, you can create a culture of open communication and access a wider range of perspectives and ideas. It can lead to better decision-making, improved collaboration, increased trust, enhanced creativity, and greater accountability. So, if you're a leader looking to make the best decisions for your team or organization, then learning the skill of inviting disagreement is a must.
Tune in to this episode to discover how to create a safe space for dissent, empower your team members to speak up and take ownership of their work, and ultimately become a more effective leader.
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www.ratethispodcast.com/intellicoachIn this episode, we cover the three coaching questions that can improve every meeting. As a coach and trainer, I've seen many corporate meetings go off track due to unclear goals and implicit assumptions. It's frustrating, and it wastes time and money. That's why I want to share with you these three simple questions that any leader with professional coaching skills can use to get meetings back on track.
Here are the three coaching questions that we discuss in this episode:
- For this meeting that we are in, what goals should we agree on?
- How do we know that we achieved those goals?
- Now that we have our goal, just to confirm, what makes this agreed goal important today?
These three questions may seem unnecessary and repetitive, but they are carefully designed to frame a conversation properly. They make goals explicit and force all parties to agree and disagree early on, which avoids assumptions and ambiguous agreements that can lead to wasted time and manipulative behavior. Additionally, they give us a chance to check progress, make final adjustments, and debrief the meeting at the end. By using these three coaching questions, you can make your meetings more focused, effective, and engaging.
If you're a leader who wants to create strong, trusting relationships with your team members, peers, and bosses, then you should listen to this episode. These coaching questions are one of the most important skills that a coach learns, but it's strangely hard to master. However, once you nail them, you can improve your meetings and conversations significantly. It takes courage to be the person who confirms the agenda, sets clear goals, and checks progress, but it shows executive presence, goal orientation, and a sharpness that sets you apart from others. By applying these coaching skills, you can be more present, hold people accountable, and make conversations and meetings more effective.
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In this episode of "Stop the Stack Attack," we delve into the dangerous habit of asking multiple questions in one breath. We've all been on the receiving end of a stack question attack, but what many of us don't realize is that we're also guilty of doing it ourselves. This episode explores the reasons why we stack questions and the negative consequences that it can have on our conversations. From the fear of not getting all the information we need to a desire for control, we'll uncover the underlying motivations behind this tactic. But that's not all, we'll also provide strategies for change, including techniques for asking one question at a time and giving the other person a chance to respond. Listen in to uncover the truth about stacked questions and discover ways to make our conversations more effective.
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www.ratethispodcast.com/intellicoachIn this podcast episode, we explore the concept of goals and the difference between progress and outcome goals. As we embark on a new year, it's important to set goals that will help us make meaningful, motivated progress towards our larger objectives. But what happens when unforeseen circumstances or external factors impact our ability to achieve our outcome goals? That's where progress goals come in.
Progress goals are those that focus on the steps or actions needed to achieve a certain outcome, while outcome goals are the end results we hope to achieve. By setting progress goals, we can stay motivated and on track, even if we don't reach our outcome goals. These types of goals can also help us feel more in control of our progress, as we focus on the actions we can take rather than the end result.
In this podcast, we discuss:* The difference between progress and outcome goals * The benefits of focusing on the process * How to make the most out of progress goals * Overcoming objections to setting progress goals
If you're a manager looking to help your team make meaningful progress towards challenging goals, or if you're simply looking for ways to stay motivated and on track in your own endeavors, this podcast is a must-listen. Tune in to learn how progress goals can help you stay motivated and focused on the path towards achieving your ultimate objectives.
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www.ratethispodcast.com/intellicoachHow many people can you interact with at the same time without burning out? Turns out, there is a suggested answer for that:It's roughly 150! This is the so-called 'Dunbar' number (after an anthropologist with the same name). It tells us how many relationships most of us are able to maintain at one time.For me, this also offers a different insight: that CARE and ATTENTION are limited resources. Technology, automation and mass-customisation are NOT the way out. This just tries to scale and reduce effort from something that NEEDS effort to work in the first place. If you feel genuine CARE by something, it is because they give you the most valuable thing they have: their attention and time. Funny enough, a few years ago, I started to maintain my own 'Dunbar list'. It has not reached 150 yet!I love working through this list many times a year. I do it this week again and I enjoy it so much.How many people are on YOUR Dunbar list?Happy Holiday everyone!!
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www.ratethispodcast.com/intellicoachWhat is a SOFT skill? Something that's optional? Something you stop when you have to prioritise? Wrong. This is super outdated framing that prevents long-term growth. Very likely, you made (or are making!) your first big career steps because of what you know. You are an SME (Subject Matter Expert) and you are great at GIVING ANSWERS.When you become a LEADER, this has to shift. Otherwise, your impact will be short and negative. Now, your success depends on HAVING GREAT QUESTIONS, to help OTHERS have great answers.In this episode, I argue that coaching is not a SOFT skill, but one of the core FUNCTIONAL skills of a Leader that are crucial for them to get their job done.It's a super important message that I won't get tired to spread. Enjoy the episode!
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Can you coach your own direct report? I am here to tell you that this question is much trickier to answer than you might think. There are a lot of pitfalls in this area!
Today's podcast episode is different. It is short and personal and about a tough lesson that I learned over the last weeks...about the value and impact of direct and caring feedback!
Imagine someone approaches you with an idea and before they even finished, your intuition says it's not workable or even dumb. Saying "This will never work. Forget it!" may be factually correct, but there are better ways to express this that are not such a smack in the face!
It's surprisingly simple and easy to shut productive dialogue down. Here are 5 common ways that are easy to recognise and that we all should get under control!
When Leaders say 'I have no time to coach', I ask back: 'Do you have time to manage the impacts of high turnover then?" In this episode, I share how a coach-like style impacts retention!
How do we know that coaching is actually worth it? After all, it's costly: there is time and often also financial investment. Today, I share a way how we can make measuring effects easier!
Here's a small riddle: What's the best use-case for professional-level coaching? Is it to help a person who performs poorly and is on their way out of the company? Or is it when you coach someone who already performs well and wants to take their performance to an even higher level? The answer might surprise you!
Imagine you had a bad 2 quarters at work where you struggled to make your numbers. You have your half-yearly review conversation with your boss and they say: "well, that did not go so well. We know you are far behind your numbers. I think we should get you some coaching support." When coaching is introduced THIS way, it contributes to a common stigma: Coaching is a tool fix someone who is 'broken'. Let's use this episode to clear up why that is mostly ineffective and even potentially harmful!
Coaching someone who pays for their own coaching is radically different to coaching someone who is sponsored, i.e. the company pays. At first sight, this seems to be just be about who foots the bill, but it's way more complicated. Suddenly there are many 'chefs in the kitchen'. In this episode, I share what's different when you move from coaching an individual to coaching a corporate client.
This is episode 2 as part of a 2-part series of 'coaching and failing'. In the last episode, I talked about that it means to fail in the 'practice' of coaching. In this episode, we are zooming our further and we will explore what it means to fail 'being' a coach. More precisely, I will explore what it means to fail (and succeed) in the profession of coaching! Curious? let's dive in!
Let's talk about FAILURE and COACHING. It's a tricky and uncomfortable topic. It's also so wide that I make this a 2-part episode and I will address 2 separate aspects: 'Failing at Coaching' and next week 'Failing as a Coach'. Sounds similar, but the first is about the practice of coaching, while the latter is about succeeding professionally.
In this episode, I will share what it means to fail at the practice of coaching. What does it mean? What's the impact?
"Tell me a bit about yourself!" That's an interview question/prompter we all should be prepared for. Are you responding with a 10min story that starts at the big bang, potentially boring your interviewer and blowing the conversation right there? Or are you able to give a concise, memorable response? In this episode, I share a few powerful techniques from the toolkit of professional coaches that can help you give a concise, to-the-point response to this and most other open-ended questions!
Here's a very familiar challenge: You are in a conversation with someone. You ask them a question. Then the other person starts talking. And continues talking. Aaaaaaand continues talking even more! 5 min and no sign of stopping. You feel panic coming up inside. Will you ever get a chance to contribute? How can I even help a person who talks A LOT?
In this episode, I share some techniques how we can use some coaching methods to respectfully work with someone who shows this behavior!
Are people knocking on your door all the time with questions that they should know the answer to? Is your intuitive response to answer them as quickly as possible, so you can get back to your work? Well, doing this likely leads to even MORE questions. Let's talk about a better way to handle this in this episode!
Here comes a question that I get asked in almost every coach training course after a while: 'Can I coach my friends and family members, too?' To this, I can answer with a qualified YES (that means it works, with certain conditions met!). In this episode, I will share with you what you need to get right when coaching families and friends. I will also share my own experience!
Can you be a Manager to someone and at the same time be their coach? This is tricky. Coaching relies on trust, on the success of establishing a partnership. However, when we coach, we are almost living two different roles at the same time. We are equal AND unequal. Let's dive in and explore what that means!
Professional-level coaching has some weird paradoxes. Here is one example:
- A beginner's coach knows a LOT.
- An experienced coach knows a LITTLE.
- A masterful coach knows NOTHING.
Is this not upside-down? Should the most masterful coaches not know the most? If you believe this, then you are thinking from the perspective of a consultant/problem-solver/advisor etc. This is not coaching. In this episode, I describe how masterful coaching means to mentally 'empty your cup' and be fully receptive and open to the other person's sharing.
Imagine someone approaches you with a very specific problem in their area. The person is an expert in their field, yet they ask YOU for some help. You actually have not worked that deeply in their area before and they definitely outclass you as an expert. Should you say 'sorry, I can't help you, I am not an expert'? Not so fast! In this episode, I share how you can absolutely provide a great level of support and help in this kind of situation. In fact, you can help almost any anyone, especially experts by using a coaching approach instead. In this episode, I share some counter-intuitive ideas, how we can all help, just by using the right process!
I often hear Leaders ask: "Should I delegate this or not"? I argue in this episode that there is a much more helpful question we can ask ourselves instead: "To what degree should I delegate this?" We are going to look at the delegation spectrum and how all this relates to coaching!
In this episode, we explore another question asked in a coaching conversation that will be very weird in a normal/casual conversation: "What progress have we made so far in our conversation?"
In this episode, we explore a very particular and slightly strange coaching competence: Coaching Presence. How can 'presence' be a competence? Well, it can be learned and it can be designed. In this episode, I share a few options how!
In our last of 3 episodes on the coaching agreement, I go down to concrete skill level: I share the exact 4 behavior markers that help coaches create a strong agreement, including examples! These can be useful in many contexts beyond coaching. Enjoy
"What would be a good outcome of our conversation today?" While this type of question is common in meetings to get an alignment of agendas, it feels less usual when we use it in a 'normal' conversation. Yet, it is one of the most essential and hardest things to pull off when we want to coach well: making a strong agreement! In this episode, we will talk about some reasons why new coaches find it so tough to get good at this!
What do you think is the hardest competency to master when you want to become great at coaching? Is it active listening? Powerful Questioning? You might be in for a surprise. Based on all I have seen it is 'Making Agreements'. What? If you are in disbelief, then this episode is for you :)
It's not difficult for any Leader to learn the very basics of coaching, i.e. to hold back your solutions and give the other person a chance to talk and develop something themselves. Yet, when all we do is to ask: 'What would YOU do?' or 'What is your idea?', things will get bland, predictable very quickly. This is just the very basics of coaching. In this episode I share what it means to take your coaching to an entirely different level.
We are diving into some very interesting aspects of how Leader Coaches can approach a culturally-diverse team. We are meeting with Leadership Expert Barbara Dalle Pezze in this special interview episode!
In this podcast, we get to the 'Question behind the question' (QBQ). It's obvious: very often, when people approach us, they don't actually share what they REALLY want to know. Let's explore how we can get to the QBQ!
In this episode, we showcase a coaching style that is highly effective, yet typically not mastered by a Leader Coach who has not undergone training. We discuss coaching the PERSON, vs coaching the PROBLEM. When people learn about the difference, it often creates a loud AHA moment, followed by ‘How can I accomplish it?’ Let’s have a first look at some examples in this episode.
Has this ever happened to you as a Leader Coach? Your team member approaches you with a problem, you ask them with good intent “What would be Your way to solve this?” and they get stuck with "I don’t know" or "That’s why I came to you for help"? In this episode, we explore the pitfalls of such a 'transactional' coaching style how it can be done better!
“I find coaching hard. I constantly feel I have to solve for my team members, when they go in the wrong direction in the conversation. What can I do?” In this podcast, we are looking into this frequent question and how it relates to the coaching mindset. Enjoy!
In this episode, I share my view on one of the most frequent questions I get: “What coaching model do you prefer? And which one do you teach?” I explain the hour-glass model and why I rely on it entirely until very far into my professional coaching course development program.
This is our third and last episode on ethical coaching. We are getting back to the core: When we agreed to coach, we should stay in our coaching role. That is often easier said than done. Enjoy the episode!
This is second episode on ethical practice in coaching. This time, we talk about how we stay in our expertise as coach and when we should refer our coachee to a different professional, such as a therapist.
Today’s episode is the first in a small series about the ethical challenges a coach might face. This episode dives into a typical use case where the coach might be in a dilemma. We also talk about the importance of the coaching agreement and 3-way contracts. Very relevant when you coach officially while in an organisation. Enjoy!
In this podcast episode we are going back to the roots by defining Coaching. What is different here is that I use the definition of the ICF, the International Coaching Federation. It is simple, crisp and meaningful in helping us decide whether what we do IS or IS NOT coaching!
In this Special Edition, I speak with Ed Evarts, author of the successful book ‘Drive your Career’. In his book, Ed explores 9 behaviours that all of us can activate while working in an organisation to take charge of our career. Note: This interview was recorded in September.
Coaching becomes an effective tool when the coachee has a real, compelling reason to participate in the partnership. In this episode, we explore the importance of defining and clarifying a long-term vision and outcome of a coaching relationship.
In this episode, we take a look at fixed and growth mindset and the role it plays in succeeding in a personal development effort, like the IntelliCoach Leader Academy.
This podcast is the first in a series where I share how I help set up aspiring Leader Coaches for success in my courses. I talk about the role of a ‘productive mindset’, and especially the 3 qualities of Courage, Humility and Discipline. Enjoy!
In this episode, we look at the fascinating role of body language in coaching. And unless you are already deeply familiar with professional coaching competencies, the role it plays might surprise you and is not that obvious! Let’s get started!
Hold on, isn't the phrase 'Don't give me Problems, give me Solutions?' Well, you read the title right. In this episode, I explore the limits and pitfalls of that popular Leader mantra!
What is the difference between Checking IN or Checking UP on someone? As it turns out, it is more significant than one might think. Listen in to find out!
Todays' episode in a special 'Greatest Question' episode. I pick one question and go deep. This time it is a question that could hardly be any shorter: 'What's better'? Enjoy!
In this episode, we use a model from the great book ‘Crucial Conversations’ to share how a Coaching Leader would decide how much to include their team members ina decision. Should you COMMAND, CONSULT, VOTE or seek CONSENSUS? Let’s find out. Enjoy!
Do you know how to say a proper ‘Thank You’? Very few of us know how to use such a moment of gratitude in a much more powerful way. In this episode, we explore the POWER THANK YOU. It is a simple 3-step technique to artfully level up in this area, so that it has a powerful, positive and moving effect on others!
Extremely high expectations and little or no control how to deliver towards those expectations. This is what I call the toxic combination that we are going to explore in this episode!
What is a cookie cutter coach? It is a coach, who is as predictable as a formula. Let's go deeper in this episode!
When you and your team are working remotely, it is important to be very clear and intentional how goals are set. How can we use our coaching mindset to set goals better? In this episode, I explore two essential goal-setting techniques that a Coaching Leader should master. Understanding the distinction between Outcome and Process-based goals is key to share clear expectations, especially to remote teams. It is an effective way to decide when to coach and give autonomy and to give guideance. Enjoy! The related article is at www.intellicoach.org/ep40
What are the core things a Leader Coach does differently when leading their remote team? Let's find out in this episode!
Can you coach someone who just complains? In this episode we talk about a few ideas that could help in some cases.
There is a difference between deciding to do something and actually doing something. Curious?
You are upset and your friend tells you: 'Just stop it'. How does that work out for you? Exactly. Let us talk about alternatives in this episode!
Does Coaching work in any kind of organisation? As you probably guessed: no. Let's find out why and what we can do about in this episode!
Our words matter. In this podcast, I am sharing a typical example of a seemingly small change in language that can have a big impact.
Coaching is not about powerful questions, it is about powerful questionING! Sounds like splitting hairs? Well, think again. There is a big difference in approach and impact. More in this episode.
In this episode, we talk about something so fundamental in Coaching that it is easily overlooked. What makes coaching effective is not technique, it is something way more profound: It is Trust.
This episode really only makes sense if you listened to episode 30. This is where I did the experiment to coach myself and see what happens! Here's a Debrief of my own self-coaching questions!
Performance = Potential - Distraction It's one of the simplest and most powerful performance models and simplifiers. In this episode would at the role that models and frameworks like this and how far coaches can and should go in using them to help their team members/coachees! Once you shared this, you can simply step back and ask your team members what they think the performance potential is and what is currently distracting from achieving it. FRAMEWORK 2: TEAM DEVELOPMENT A second framework we discuss in the episode is the well-known model to develop teams: ’Forming, Storming, Norming, Performing’ We can use this framework to help Teams and their Managers realize that teams go through certain phases before they perform. They can then come up with their own solutions on how they would for example master the challenging ‘Storming phase’. The third framework I introduced was a categorization model for Corporate Values. It suggests there are four types of values in a corporate context: FRAMEWORK 3: COMPANY VALUES 1. Core Values: Those are deeply part of the company’s DNA 2. Aspirational Values: Those are the values that are not present, but the company needs them. 3. Permission to Play Values: Those are values that are simply required for a normal company to function. 4. Accidental Values: They emerge and take hold on their own. Summary Frameworks can be a big source of creativity for a coach. They are a major resource to help our team members build the accountability that they seek. If we learned and are familiar with a lot of mental frameworks in the area of our clients, we can give them something really valuable without solving for them, which almost feels like squaring the circle. All the best and hope this was useful! Cheers, Maik
Can you actually coach yourself? Many people wonder about this. Me too. Here is my completely public attempt at trying it! Judge yourself!
When you coach regularly, you will realize that you begin to observe things about the conversation while you participate in it! That's a crazy useful skill to develop, as it helps you ensure that the conversation moves towards what was agreed to. I call this the 'third eye' of a coach. It is our topic today!
In this 'Great Question' episode we are looking at one question that has amazing, turnaround impact when used in the right moment: “What would you like to have happen instead?”
There are multiple ways how to give feedback. In this episode we look at the spectrum of feedback from giving no feedback at all, to giving judgmental feedback, to feedback that actually lands! Enjoy!
In this podcast, we will explore the 5 Levels of Listening (by Stephen R Covey). They explain so well the difference and spectrum from ignoring to being fully present!
Beginner Coaches often thing that the only good question are open questions. The reality is never black/white, and coaching is not about grammar. Lets discuss in this episode a better way to describe 'good' questions.
Today’s Podcast is about a simple 5-step model to help focus our coaching conversation on concrete performance outcomes!
In today’s 'Great Question' podcast episode we look at a smarter way to ask: ‘Why did you do that?’ This question is almost perfect to push someone into Flight Flight or Freeze. What’s a better way?
Today we talk about one of the most common objections to coaching when we are a People Leader: That we just don't have the time for it.
In this short interview I meet again with Christian, who was a participant in one of my Leader Coaching Workshops in 2019.
What is the difference between ‘Giving Feedback’ and ‘Sharing Observations’? It's not just about finding a better name for something awful. It's a much more productive way to engage and help!
What is Lazy Feedback and what makes this important to you as a Leader Coach? Lazy feedback is any feedback you can give without knowing details on what the other person actually did. Let's talk about what makes it so harmful and what we can do instead!
How do we start a coaching conversation, without getting off on the wrong foot? I can make a big difference, in the way set the tone and direction of the conversation.
How do you coach someone who cannot tell you what they want? This is a tricky situation for you and usually means trouble. Let's find out what is possible!
In this podcast, we talk about two different mindsets. The mindset of a carpenter, and the mindset of a gardener. Both are essential for a leader. While the carpenter believes they can ensure success with a linear process, a gardener will focus on growing and nurturing the environment. What is better? How is this relevant to a leader? Find out in this episode. You may also read the related article at www.intellicoach.org/ep14
Episode Show Notes: In today's episode we talk through the quiz that you can find on www.intellicoach.org I recommend that you take that first before you move ahead and listen here..otherwise you will spoil some of your fun! The New Year (+late Xmas) greeting that I produced you can find here: www.intellicoach.org/2019 All the best and enjoy listening! Maik
In this first episode of 2019, I reflect a bit on 'reflection' itself and its value to learning. We talk about the difference between divergent and convergent thinking in helping us face a problem or challenge. We then share three simple and basic ways how we can get started with coaching our team members in 2019: 1) Before the conversation: Plan your ConversationLeaders are usually good Planners..it's part of the job. It gets trickier when we talk about planning conversations. Let's be honest: it rarely happens. Yet, our Leadership is delivered mostly through conversations with others. When we prepare in such a way that we can 'reset' ourselves before every conversation and really be present, we use our and other's time really well. 2) Within the conversation: Bring your CuriosityReal curiosity is what drives most of the coaching impact. Just the goal of asking questions is not helpful if the questions are not driven by curiosity. Real curiosity brings us into a mindset where we value the other person's contribution to a conversation. 'Be interested, to be interesting'.You will also contribute to your employees feeling valued and appreciated. 3) After the conversation: Follow Up and take note When it comes to the Leader and Team Member relationship, there are no small things. Your ability to mentally (or physically) take note of commitments and next steps is very impactful. We will all have to find our own ways of keeping track with what our team members say. The more we are abler to pick up, appreciate and remember small details, the more we will build trust. Enjoy! -End of show notes
Today's episode focuses on some of the very basics. It has in fact greatly influenced the way how I personally ask questions. Imagine this scenario: You had a discussion with your team members. You shared something, and now at the end of the discussion you want to understand the degree of usefulness of what you shared. How would you ask? 1. Was it useful This is a closed question. Usually leads to a clean YES by those who don't want to talk much. Trust also has an influence here in how much a person might take this closed question as an invitation to engage or not. 2. How useful was it? Seemingly an open question, its impact is that of a closed question. Most people won't talk much based on this question and reply a simple 'Good'. Especially with low trust and/or high power distance, this type of question will not yield a lot. 3. What was useful? What was the one thing that was the most useful? Small change, big impact. Very often, questions starting with 'What' are the most powerful. They are on fact level non-judgmental and content-driven. We explore the different aspects of these three different question types in the episode and understand their impact. Listen in for more detail!
Detailed Show Notes In this podcast episode, we will list down some of the reasons that might make a Leader coach or not coach. Indeed, we are not on a mission here to turn you into coaches. It is more important to understand when to use the different styles of interacting with team members. When might we not coach? 1. If there is one right solution, objectively. We have to use our good judgment here. Is our solution (as a Leader) based on objective facts or is it an opinion and a choice? If it's the first, we should not coach; if it's the latter, coaching is useful to unearth further ideas and potential things we missed. 2. If there is one right way. That is not the same thing as #1. If there is a standard process to achieve a certain goal, then there is no use in asking around to find it (given we already know it). Digging in our team members for facts that we know is useful in a training scenario, but it is crushing for motivation in most other cases. 3. If we withhold our actual knowledge and waste a lot of our team member's time. Core skill-building and knowledge transfer require teaching and instruction skills; we would not coach on the content itself. Again, we can explore where there is an opportunity for exploration, possibly HOW someone prioritizes their learning or where they might expect to have difficulty implementing it. 4. If there is absolutely no time and we are dealing with a crisis. That qualification is very important. We rarely deal with a real acute crisis and there is usually enough time to at least ask one or two questions. 5. There simply are times in an organization when the Leader pulls their positional rank for the good of all. That might, for example, originate from culture: if the organization is not ready to accept coaching as an acceptable style, it will be hard to put it in place. 6. Coaching also likely will fall on deaf ears if the Manager-Employee relationship is not a trusting one. Coaching requires a bit of trust. Without it, we should focus on rebuilding trust first and coaching might be a useful way here. If trust is absence, our coaching efforts will be met with suspicion and rejection. In this case, let us rather focus on rebuilding trust. Using Coaching skills can play a part in that, but it is by not means sufficient. 7. Coaching is not a last-resort method to 'fix' someone who is on their way out of the company. Why? because trust is usually broken at this stage and other means are necessary to help here. When we connect coaching to fixing problems, we reduce its usefulness. 8. Coaching is also not Therapy. While that might rarely apply in a Leader/Employee relationship, it is important for us to mention here. Therapy is the right method to deal with trauma; coaching instead focuses on getting someone from where they are today into a more desirable future. These were a lot of reasons why we should not coach. Let's get to the more exciting part: When is coaching really useful? 1. If there are liberty and freedom to chose a certain solution. There is no objective, one right option. It's a matter of opinion. In this case, we can remember that as Leaders will ALWAYS operate from a position of incomplete information. There is always the possibility, that our team member has insight that we don't have. Not accessing it is not only a waste but outright gross negligent. 2. There is liberty to chose a certain path to a solution. HOW would you do it, given the goal that is set? what could go wrong? A lot of coaching as a leader focuses on this area, because very often outcomes are a given thing. 3. We should coach as a sign of respect because the other person might already have an idea for a solution, independent of the quality. Just the fact that we do go and ask, is building confidence and shows that we trust our team member. That alone has a long-term impact on speed and quality of work. 4. Coaching works especially well if we believe that someone's performance is held back not from competence, but motivation, confidence, commitment. It is exactly in this scenario, that coaching plays out all its strengths. It is virtually impossible to tell someone to be motivated, to become confident, to become committed. All these things are self-motivated and solutions to achieve them have to come from within. While they might think of mentoring, the effect here is also limited. 5. Coaching will already work if we identify a coaching moment and that is something we have in almost all conversations. Coaching is a momentary investment of giving up control, but it repays. Coaching saves time later because our team members are r more motivated to work on their own solutions. What we typically see is that they will ask us fewer questions and they are more independent. This is the power of giving autonomy. 6. When trust is present between Manager and Employee Coaching is a powerful amplifier for people to be engaged and excited about their daily work. Coaching gives them autonomy, one of the fundamental elements. 7. When we are a Manager of a highly competent team, coaching can be our prime Leader Style most of the time. Success is in most cases rarely a result of knowledge. Fact is also that team members have more knowledge and depth in the topics they decide. This presents us with a strong case for giving them autonomy. 8. Coaching is very useful to amplify successes. Coaching from Wins. Leaders often forget that and end up using coaching only when there are problems. Enjoy!
In Today's 'Great Question' episode, we are looking at one specific question: 'What's your recommendation?' There is a surprising level of depth here, as this question alone illustrates very well a lot of the principles that underpin coaching. To make my recommendation to you a bit more balanced, I will talk about this question from different perspectives. The mental tool I will use for that is the '6 thinking hats' model by Edward De Bono (debonogroup.com/six_thinking_hats.php) 1) White Hat (talk about facts, data, information, neutrally) We use this question when a team member approaches us on a problem and we want to have a chance to hear what their stand is. We want to draw them out. 2) Yellow Hat (optimism, brightness, value, what's the benefit?) The question creates space and helps people feel invited to think for themselves and take a position. It also gives the Leader a breather and a way out...to prevent them from just sharing their opinion right out of the gate.Furthermore, if we do this consistently, we will reap a second-degree effect and value: your team member will bring you less and higher-quality and more thought-through requests and questions, simply because they don't want to be caught off-guard by that question of yours. Asking this question regularly is also a consistent and powerful way to build trust and confidence in our team members. 3) Black Hat (devil's advocate, what could go wrong? what's the downside?) Clearly, this question won't work in all instances. For example, if there is a black/white correct answer to a question that our team member asks, and we know the answer, but don't give it to them, then we will quickly be seen as passive-aggressive. And rightly so.We also have to be careful if we use this question with an employee who we have a low-trust relationship with. They won't be open to sharing their recommendation so easily, as they assume negative intent in us.The question might also expose team members who do not feel safe and make them close up. 4) Green Hat (alternatives, creativity, brainstorming, what else is possible?) Alternative approaches could be to ask: 'Given all you know at this moment, what comes first to mind for you?' 'I am curious, if you were in my position, what would you do?' David Marquet's approach (see his book "Turn the ship around") also offers an interesting way. He trained his people always to approach him with a clear intent that was the outcome of a decision they had made. It requires that people make a decision before approaching the Leader and are ready to back it up. 5) Red Hat (Feelings, no judgment) I really like the question as it is empowering on many levels. It is a great expression of trust if sincerely delivered. I personally liked it because it became during my Manager times one of the best tools to honor my team's thoughts and opinions. 6) Blue Hat (Action, Focus) What can we do with it? The next time when a team member and a colleague asks you for your help on a challenge they have, consider asking them for their recommendation first. Positive side effect: Most people love to be asked for advice. It opens doors and is a clear sign of respect. Good luck and I hope you will benefit from this simple question when you engage with your team members again! -Maik
Sometimes it is better to look from a different angle. In this episode, I will offer some surefire ways how to ask bad question (and YES, there are bad question, imho). There are so many ways how we can do that...we try to stick to less than a dozen here, so you are sure you can apply them all..if you wish. 1. Make sure you ask mostly closed questions...those type that can be answered ideally with just one syllable. 2. It is also brilliant to always respond to a problem shared by someone with a solution disguised as a question right away: Why haven't you tried this? Could you not do this? Have you considered that? 3. Take all the time in the world to find that one powerful, magical question that unlocks the universe for the client. Your Coachees are patient. 4. Always make sure to ask more than one question directly in a row, when you get the chance. The more the merrier. Your Coachees are guaranteed to find the best one. More choice is better, no? 5. The longer your questions, the better, too! They can simply pick what works best for them in your third or fourth sub-clause. 6. Make sure you weave in as much of your own interpretation/spin and judgement into your question as you can. After all, you know you are right, so why hold back? 7. Ask a lot of rhetorical questions, maybe even with a bit of an accusing tone. They are a laser sharp way to to add judgement and accusation artfully into a question. And who could argue with a simple question, right? (see what I have done here? twice?) 8. Make sure you interrupt when they pause to think, because they are likely to go in the wrong way anyway! Throw them any question, best a solution question (see point 2), to break that pause as quickly as you can! 9. Make sure you ask a lot of WHY questions. They are like a miracle sauce...combining our search for reasons with a good dose of judgement! Enjoy this very serious episode!
Podcast show notes: I often see Leaders wanting to go full in right away when they learned some fundamental executing skills. Of course, coaching has incredible value. But most people get disappointed about the impact of their first steps. Instead of pulling off perfect coaching conversations right out of the gate (which no one really can), I suggest that we instead focus on small concrete steps that can be built right into our existing conversations. Introducing coaching in our Leader day is more likely to succeed if our first steps build on what is already there and don't change elements too radically. Coach first, then Advise (rather than the other way around) One of the simplest methods to introduce the idea of coaching is to change the order of the typical conversation elements we have in meetings and 1-1s. When asked for our opinion, we often tell what we think and only then remember to ask what their opinion and recommendation might be. I recommend to simply reverse that order. It will instantly turn that moment in a coaching moment. Yes, we might lose our position in the limelight and give up control of the conversation. We might also (if we really admit it) feel the lost opportunity of shining in the limelight, especially if our team member coincidentally comes up with the same idea we had. However, don't this reversal will be a big contributor to motivation if they follow through on their own ideas. For most of us, this means to focus our attention on the exact moment when we are being asked for advice. If we give in to our reflexes, we will simply say what comes to mind for us...which is typically some dose of well-meant advice. If we manage to wait just a few seconds (count to 5) instead, you should be able to have your prefrontal cortex back in control. You will be able to step back a little and ask at least one question to buy you more time to think: 'What do you recommend?' After all, you don't want to waste time giving advice that your team member has already considered and knows does not work. You want to make sure you focus the conversation use the available time really well. The question on recommendation is very powerful to achieve that. Enjoy the experimentation!
Today's podcast is a background toolkit that aims to bring you into a position where you can answer the question: Is Coaching a proven way to help? Why do I include this? Coaching is often still seen as a technique that is 'soft' and optional; as a Leader who starts using coaching skills, you will often get into the situation where you might have to 'win over' someone to give it a try. In these situations, it is helpful to have a few powerful arguments ready why coaching is so useful and practically made to help the typical human mind execute faster and with more conviction. So what are those three points? (1) Coaching follows exactly the way Neuroscience describes Learning. It is also effective as it is aligned to agreed adult learning principles. Sustainable Learnings happens when the Learner/Coachee construct their own solution(2) Coaching is designed to build and expand internal motivation. It supports that by giving people autonomy, a chance of mastery and seeing purpose in their way of proceeding.(3) Expectation: The mindset of the Leader Coach plays a major role. If I expect nothing much from my coachee, nothing much is likely to happen. If I am in the mindset of seeing them capable, I act differently. Our mindset helps create our reality. (1) Learning (1A) The Neuroscience of Learning supports Coaching as a way to help people generate something newCoaching in designed to ignite an insight in the person we talk to. We can call this a learning moment. One Neuroscience describes Learning through the AGES model (Source: David Rock's Popular Neuroscience Book: Your Brain at Work) A - AttentionG - Generate a mental mapE - EmotionS - Spaced Repetition This way, coaching serves the so-called three H's:- Head: What we need to know- Heart: What we want to feel- Hands: What we should do (1B) Adult Learning: Coaching fits snugly into the accepted ways how adults learn - also called andragogy (vs pedagogy).- Self-Concept: Adult Learners are more self-directed in their Learning- Experience: Adults have experience and accumulated resources. Learning that taps and builds on what is there, is likely to 'stick' better and longer.- Readiness to Learn: Adults are likely to be ready for learning in respect to their social roles; Coaching is highly related to this. - Orientation to Learn: Adults usually look for Learning that can be applied in their actual environment. Adults usually learn better when it is scenario-focused and almost immediately applicable, rather than postponed.- Motivation to Learn: When people mature, their motivation to learn becomes increasingly internal. (1C) Constructivism (I know..5000$ word. don't run away yet!)- It simply means that we know that reality is constructed in every individual- even if the person you talk to seems on the wrong path to you, whatever they do makes sense to them in the very moment. Otherwise they would not act the way they do- when we coach, we have to accept that fundamental reality of the other person as true.- this requires us to perceive it without judgement, even though it might be different to our own opinion.- it also means that any change that the other person should own with conviction also must make complete sense to them.- to have the highest chance for success in making a change, we should help people 'construct' their own solution as much as possible. This is exactly what coaching is designed to do really well. (2) Motivation TheoryDan Pink in is his great book 'Drive' brings it home well:- External drivers for motivation are simply outdated. Carrot and Stick can only bring us so far in helping people unlock all the potential in them. - To be motivated to walk their own path and find their own solutions, they need to have Autonomy, Mastery and Purpose.- When we use coaching skills as a Leader, we specifically think about where we can give autonomy to our team member. (3) Expectation Biases- The Pygmalion effect: high expectations lead to higher performance- The complementary Golem effect: low expectations lead to lower performance- Self-fulfilling prophecy: That's why the coaching mindset is so central. The way we show up as a Leader makes a huge difference in the way to come across. - this is compounded and increased further through confirmation biases. Once we made up our mind what to expect, we automatically look for it and find evidence that supports our belief Enjoy!
Today is our very first 'Great Question' episode. These are small skill-based episode sprinkled in every now and then. They dive deeper into one powerful question, how and why it works and it what context we can use it. This time we ask the question "What will make this conversation useful to you?". It is a simple, yet powerful way to help to direct and to sharpen the focus of the conversation we are about to have. It is also a great way to hand over ownership and trust to the other person to tell us what they have in mind. Counterintuitively maybe, asking this question becomes more useful, the less time we have for a conversation. Value is in the eye of the receiver, and it is important that we give focus on that.
This is the second part of a two-part series on solving. In the first part (check out Episode 3) we looked at why we love solving so much. In this episode, we talk about what the downside of solving might be. Now, solving has its valid place; there are situations when it is simply appropriate to tell people what to do, i.e. in a case of training someone, or if there is really high urgency or risk. However, if we solve when we have to, there is opportunity cost...and this is what we will discuss here. What do we miss out when it could be a coachable moment, but we don't coach? What is the downside of solving? 1. We create a dependency on us, sabotaging our intent to have team members perform more independently 2. People learn very little when given a solution on a silver plate. 3. Ownership. When we advise, the solution is 'owned' by the person who gave the advice. There is not much space for the advisee to develop provide over the solutionAdvising often leads to more advising, because of the dependency that exists. The flipside of that coin is those team members who were given advice may come back again and again, asking for more, costing us more time. 4. Incomplete information leading to a poor solution. Very likely, when we solve for team members as a Leader, we solve from a point of incomplete information. Up until now, we simply assumed that a solution from a Leader would be a sound one. However, given the nature of the situation, we usually provide advise, based on what worked in the past and accept that we don't have full oversight. However, this can lead to premature decisions...when the most knowledgeable person sits right in front of us! 5. Solving the wrong problem. Very often we solve well as a Leader, but while we do so, we don't actually address the actual challenge that the person in front of us has. Rule of thumb: Whatever is brought to you first is likely not the real challenge that the person has. We can find out by asking the very powerful question: what's the real challenge here for you? 6. Adding too much value. Sometimes, our solution is good, but by providing it to help improve someone else's ideas, we might reduce their ownership of it. This is especially important for Leader Coaches. Given their positional power, adding too much value is a constant danger. 7. By providing a solution first, you automatically set a solution 'anchor' for them. So what can we do? Here is a little experiment: Let's not focus on becoming a perfect coach in that next question. Instead, let's ask ourselves the question: how can I be a little more 'coach-like' in my next conversation?
This episode is part 1 of a 2 part series on the question why we love solving problems so much. We explore some very interesting basic human tendencies that are well-meant but have less than a positive result. A perfect example of positive intent that leads to a negative impact. Why are often so quick to tell other people what they are supposed to do? 1. We genuinely want to help! It's instinctive.2. It helps us rely on our knowledge and expertise; we tap into our resources and the reasons for our seniority3. It helps us to feel valued and appreciated and accepted.4. We feel the need to help the person in front of us right away! They need help NOW! There is no time to ask questions.5. Giving advise keeps us in control of the conversation.6. Solving something right away gives us a feeling of closure. No more open ends.7. Solving right away feels fast! Listen in to hear all that and more!
Before we move into any actual coaching skills on this podcast, we have to talk about the very foundation without which our entire effort would backfire: The Coaching Mindset.Don't get carried away by the apparent 'softness' that the term mindset implies. The Coaching mindset is absolutely essential. Without it, we will come across as inauthentic, false or even deceptive, even if we do our best to ask powerful questions and listen. Why? If we don't believe that the person in front of us can figure things out, we should not coach. We should rather examine what holds us back from that belief and potentially as a Leader move into a different kind of conversation that is not coaching. Listen in to learn more!
In this very first episode of the Coaching Leader Podcast, Maik looks at the question why anyone would want to coach! We especially fill the term itself with life. We learn that there is a very special and powerful place for coaching in organizations. If Leaders know how to coach well, they will have an outsized effect in getting access to the ideas and motivations of their people. Tip: Stay until the end..there might be a little extra content after the outro music!