According to Time Magazine, coaching will be the norm in the world of business in the years to come. Therefore, more and more managers or senior managers of companies seek to become coaches of their employees, rather than bosses, seeking to achieve greater productivity in them for the benefit of the organization.
Training staff improves performance by 22% and when coaching is added, the improvement reaches 88%, according to data from the International Personal Management Association.
Coaching is about unlocking the potential of an individual so that he can give the best of himself: it is about helping to learn, instead of teaching. Good coaching is a bridge to help companies and their people move from doing “business as usual” to doing what they do best.
To become a leader in coaching requires perfecting skills and having clear tools to ensure that the profitability of employees and the business in general are positive.
Patricia Calque and Alfonso Medina, Academic Directors of the Executive Coaching Certification program, explain seven key skills to achieve this goal:
Active and genuine listening
Active because more than being an attitude of being quiet, is being attentive. When we develop the ability to listen, we develop the ability to read and listen not only to verbal language, but also to their gestures, their breathing rhythm, and their body posture.
Genuine because coaching is a technique and it is an art, and within the competence of listening it is emphasized that it demonstrates a genuine interest in the other person, knowing what their talents, their qualities, their ways of learning are.
Be present and build trust
In conversations, one aspect that makes them useful is to flow. When we are able to generate a context in which we tune in with our interlocutor, we are maximizing the probabilities that this conversation will be effective.
We have to disconnect from everything when we want a good coaching session (cell phone, people around, etc.), and that the minutes they dedicate are of balance and quality.
Ask powerful questions
We must allow ourselves to listen to the other’s words and then to think what the question is, that depending on what you have just told us, it makes sense for me to do it and change the perspective of this person. The key is not to find answers to old questions, but to ask new questions. An important aspect with the questions is that the shorter, the better they are.
Give space to silence
Silence is one of the most forceful tools in a conversation, because it offers the other the possibility of reflecting, of becoming aware.
Have the courage to be vulnerable
We are subject to constant changes for which we do not necessarily have to have, as leaders, all the answers. Instead of manifesting answers and solutions, we must manifest not knowing, the curiosity of how our interlocutor is seeing and feeling it.
Confidence within uncertainty is one of the characteristics that any leader should have. With my help, my collaborator will be able to solve the uncertainty and turn it into an action plan.
Offer quality feedback
The “feeback” aims to provide a context in which learning is maximum and optimal. It has to be based on the facts and on what we understand that we believe can be a perspective to improve and we expect the behavior of our interlocutor. It is key to the productivity of organizations.
Action planning and process management
There is an important aspect that is to set from the beginning the objectives that are wanted for the meeting and differentiate them from those that are wanted for the future.
Coaching sessions should end with a commitment that will be carried out if actions are planned and who is responsible for those actions.