2 Comments

  1. Can you clarify if the first four examples are — or aren’t — situations where coaching is recommended? The lead in says they’re scenarios where “managers shouldn’t coach” — but then is followed by “In each situation, the use of coaching skills would have led to a better outcome.” Then mid-way through the article they are juxtaposed to two situations where coaching “is the wrong move.” I’m not sure if the first four are mischaracterized, or if I’m missing the point around the manager needing coaching. Good article (aside from my confusion). 😉

    • David, I connect with your confusion too. I got the impression the scenarios were meant to paint moments when coaching is not advisable. But overall, interesting article. Will use a few ideas in my leadership class on Monday. In my view, when our direct reports are not clueless about what to do, what they need is training, which was explained as ‘direction’ in this article. When they then demonstrate understanding and show growth potentials, then coaching comes in. A coach is a guide who helps his direct reports get to the answer, not by telling them the answers. He uses questions to assist them get to the solution themselves, which helps them learn. Hopefully, if coaching is done right, direct reports will progress from the growth stage to mastery, when delegation becomes possible. Patricia, thanks again for the article.


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