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There is No Playbook: Leader as Coach During Challenging Times
Summary
Managing others is hard work. Even in the best of times our talent may be restless, anxious, or disengaged. Whether conscious of it or not, people are motivated by opportunities to grow through a sense of purpose in what they do, a sense of autonomy in how they do it, and a sense of achievement for what they get done. When these needs are ignored or the opportunities don’t exist, people management can get even harder. If you struggle at times to engage effectively with your direct reports, or if you want to amplify your ability to support them on their professional journey, taking a coaching approach can help. Coaching is a mutually empowered and collaborative way to guide individual growth. It is fundamentally discovery-driven, not expertise-driven, so “there is no playbook”. Session participants will gain an understanding of how coaching differs from mentoring or advising and explore a set of basic coaching tools for improving communications, results, and accountability with their direct reports. They may also discover that these very skills can also improve engagement with peers and clients.
Key Insights
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Leaders default to fixing or advising rather than inquiring, though inquiry leads to more sustainable change.
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Coaching works because it helps individuals build their own 'mental maps,' aligning change with their internal wiring.
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Neuroscience shows the brain functions best when generating personal connections, making coaching more effective than directive advice.
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The innovation process framework—explore, synthesize, ideate, prototype—applies effectively to leading individual change.
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Clarifying specific behaviors non-judgmentally and verifying perceptions with the other person is foundational for change conversations.
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Open-ended 'what' and 'how' questions invite deeper reflection and discovery compared to closed or leading questions.
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Discomfort in conversations is natural; leaders must cultivate presence and self-management to stay curious rather than reactive.
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Power dynamics affect feedback; developing shared goals and mutual values helps engage even those without direct reporting relationships.
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Regular, ongoing coaching conversations are better than rare, crisis-driven feedback sessions.
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Reflection on iterative attempts and learning from outcomes leverages neuroplasticity to reinforce behavioral changes.
Notable Quotes
"Change doesn’t always need to throw us back on our heels. We can take a proactive approach."
"We tend to do anything but inquire, even though inquiry is most effective for sustainable change."
"Taking a coaching approach supports the other person’s discovery and offers the greatest possibility for change."
"The brain is a connection machine; people need to create their own mental maps to change effectively."
"People tend to support what they actively help create."
"You can’t eliminate judgment; it’s part of human biology, but you can be conscious about it."
"Ask permission before giving feedback, and do it in a timely, private setting for constructive criticism."
"Coaching is not problem-solving; it’s about being curious and inviting discovery."
"Why am I talking? Sometimes it’s better to ask a question and be silent."
"Doing these conversations regularly, not just in crisis, makes a big difference."
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