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The Coaching Habit Summary
About The Coaching Habit Book
Coaching is an essential skill for leaders. But for most busy, overworked managers, coaching employees is done badly, or not at all. They're just too busy, and it's too hard to change.
But what if managers could coach their people in 10 minutes or less?
In Michael Bungay Stanier's The Coaching Habit, coaching becomes a regular, informal part of your day so managers and their teams can work less hard and have more impact.
Coaching is an art and it's far easier said than done. It takes courage to ask a question rather than offer up advice, provide an answer, or unleash a solution. Giving another person the opportunity to find their own way, make their own mistakes, and create their own wisdom is both brave and vulnerable. It can also mean unlearning our ''fix it'' habits. In this practical and inspiring book, Michael shares seven transformative questions that can make a difference in how we lead and support. And, he guides us through the tricky part - how to take this new information and turn it into habits and a daily practice.
-Brené Brown, author of Rising Strong and Daring Greatly
Drawing on years of experience training more than 10,000 busy managers from around the globe in practical, everyday coaching skills, Bungay Stanier reveals how to unlock your peoples' potential. He unpacks seven essential coaching questions to demonstrate how---by saying less and asking more--you can develop coaching methods that produce great results.
- Get straight to the point in any conversation with The Kickstart Question
- Stay on track during any interaction with The AWE Question
- Save hours of time for yourself with The Lazy Question, and hours of time for others with The Strategic Question
- Get to the heart of any interpersonal or external challenge with The Focus Question and The Foundation Question
- Finally, ensure others find your coaching as beneficial as you do with The Learning Question
A fresh, innovative take on the traditional how-to manual, the book combines insider information with research based in neuroscience and behavioural economics, together with interactive training tools to turn practical advice into practiced habits. Dynamic question-and-answer sections help identify old habits and kick-start new behaviour, making sure you get the most out of all seven chapters. Witty and conversational, The Coaching Habit takes your work--and your workplace--from good to great.
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The Difference Between Coaching and Feedback
Feedback is backward-looking and corrective. It doesn’t allow for exploration or possibility.
Coaching is preparative. It involves less telling and more questioning.
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Talk less and ask more.
Your advice is not as good As you think it is.
MICHAEL BUNGAY STANIER
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The Coaching Habit: The Kickstart Question
"What's on your mind?"
This question is open enough that it grants your team member autonomy to guide the conversation whichever way they’d like, while also being focused on cutting right to the chase and getting after what matters most to them.
Once they’ve shared what’s on their mind, simply say, “So, there are three sides of [insert problem] that we can look at here — people, project, or patterns. Where do you want to start?”
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Coaching for performance vs Coaching for development
The primary difference between the two types is that performance focuses on an end result while development focus on the attainment of skills and knowledge. A manager should know what sort of coaching is needed:
- Performance. This one deals with the issues: projects, people, patterns. It focused on short term objectives.
- Development: This one deals with the person. It is a long term activity.
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7 Key 1-on-1 Questions:
- The Conversation Starter: What's on your mind? Guide the employee to think of people, projects & patterns.
- And what else? The best follow up question. Keep the impulse to offer advice at bay. Ask it at least 3 times.
- Focus on the issue: What is the real challenge here for u?
- The Foundation: What do you want? When you get stuck with a person, just get to the bottom of the issue.
- The lazy Question: How can I help? Let the employee come to you & don't assume you have the answers.
- The Strategic Question: If you are saying yes to this what are you saying no to? Forces focus in the other person.
- The Learning Question: What was most useful to you? Reflection is a way to connect around.
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Der Kerngedanke von "The Coaching Habit"
Wenn du Menschen coachen willst, dann sag ihnen nicht, was sie tun sollen. Fang an, ihnen Fragen zu stellen. Weniger Kommandos, mehr Interesse.
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Drei Fragen sorgen für den richtigen Einstieg.
Das sind die ersten drei Coaching-Fragen:
- Kickstart: „Was beschäftigt Sie gerade besonders?“
- Magie: „Was liegt Ihnen noch auf dem Herzen?“
- Fokus: „Was ist hier die wirkliche Herausforderung für Sie?“
Diese drei Fragen bilden das Fundament.
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Ergänzende Fragen
Wenn der Gesprächspartner nicht auf den Punkt kommt, kann mit diesen Fragen das Gespräch wieder in die richtige Richtung gelenkt werden.
„Was genau möchtest du erreichen?“
„Wobei genau kann ich dir helfen?“
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Without a good question, a good answer has nowhere to go.
MICHAEL STANIER
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