He had just taken over the team during a period of restructuring.
7 to 8 general managers. Each representing one or more countries.
I was one of his direct reports.
His first contact. A 30-minute conference call.
He had to move fast. His leadership demanded quick results.
He could have told us:
- How we were going to reorganize
- His 3 major directives
- How to put them into practice
Instead, he asked us a question.
“What are the 3 most important things to do for your area of responsibility?”
We then met for our first off-site and co-created the strategy for our team.
This group outperformed for years, and some members still maintain connections.
My boss had managed to get the best out of us.
And that’s rare.
Most teams operate well below their potential
The stats show it.
“69% of people don’t feel engaged” (Gallup).
They have the impression:
- Of not being listened to
- Of being micromanaged
- Of being underutilized for their potential and overutilized for worthless tasks.
No matter what environment the company finds itself in. The direct manager makes a big difference.
“Managers are responsible for 70% of the variation in employee engagement within teams” (Gallup)
When the manager makes the difference, the results follow.
“Companies with highly committed teams are 21% more profitable than their competitors” (Gallup)
The trap many leaders fall into
“You should do it like this”
We think we’re saving time. Getting to the heart of the matter. That we’re helping them.
In reality.
We tie up their creativity. We impose our solutions on them. We limit their development potential.
The solution
To use, like my former boss, coaching in our daily leadership.
The essence of coaching is personalization. There isn’t ONE solution to achieve our goals, but hundreds. And each team member, when they have the opportunity, finds their own.
And their solution is worth ten times yours in terms of engagement.
Marshall Goldsmith often reminds us that it’s better to say nothing than to try to improve an idea by 10%. Every time we try to add supposed value, we reduce engagement by 50%.
Let’s only speak if we can make a big difference.
“I’m responsible for the results, I can’t let the person go in the wrong direction.
You’re right. You’re the leader. And unlike the majority of coaches who aren’t attached to results. You are.
(that’s why I offer a guaranteed result option in my coaching)
But it’s a false debate.
When you coach as a leader. You can always add your suggestions, recommendations or even directives.
The difference?
You do it intentionally. Not automatically.
The leader-coach approach
- Listening to understand, not to respond.
- Help people define their options and obstacles.
- And that’s where you can intervene. If you REALLY have a better option.
Going from suggestion to directive.
- And that’s where you can intervene. If you REALLY have a better option.
- Facilitate the creation of the plan and next steps by empowering your collaborator.
- Review the plan’s progress together.
I’ve had 12 bosses in my career. I’ve been a high performer. But the one who got the best out of me was without a doubt this leader-coach I’m describing.
And by the way, he’s also the one who has had and continues to have a very successful career.
Two resources to help you use coaching in your leadership
1/ The G.R.O.W. model
Described in the book“Coaching for Performance” by Sir John Whitmore.
There are dozens of coaching models.
The reality is, it never happens like in the model. 😊
And that’s a good thing. We are humans. Communication presents a lot of complexity that no model can completely reproduce.
At the same time, having a framework is very interesting. It gives us a method and brings us confidence.
The G.R.O.W. model is my favorite. Simple and effective.
You can adapt the questions to suit your taste.
- G – Goal
- What’s your objective?
- R – Reality
- Where are you now compared to that goal?
- O – Obstacles/Options
- What are the obstacles?
- What are your options?
- W – What’s next:
- What’s your plan?
2/ Coaching integrated into our daily leadership habits
“I don’t have the time”
“The Coaching Habit” by Michael Bungay Stanier kills that objection and shows us how to introduce a coaching habit in minutes.
During our 1:1, during an informal exchange in the cafeteria…
It offers 7 questions.
- What’s on your mind?
- And what else?
- What is the real challenge here for you?
- What do you want?
- If you say yes to this, what do you have to say no to?
- How can I help?
- What is most useful here for you?
The bottom line
The shift to coaching leadership isn’t just a simple trend. It’s a fundamental change in how we unlock people’s potential. Imagine the impact of a team where everyone feels listened to, empowered, and motivated. That’s the power you can unleash.
What coaching habit will you adopt this week?
See you soon.
Dror
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PS: Whenever you’re ready, here are 2 more ways I can help you accelerate your growth through coaching:
- You ‘re ambitious: you’ve already achieved a lot. And you intend to continue. But this time, you want to do it while enjoying the important things in your life. Curious? .
- You lead a team: you know that a small improvement in your leadership can have a huge impact on the team’s results and, consequently, on your career. I’ve been trained and certified by the world’s first executive coach, Marshall Goldsmith. I accompany you on your project and guarantee the result. You only pay me if you succeed. Would you like to find out more? Contact me and let’s see if we can work together.
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